MENTAL HEALTH

CRISIS RESPONSE
ON CAMPUS
CAMPUS MENTAL HEALTH
MENTAL HEALTH
CRISIS RESPONSE
TOOLKIT
Contents
Current Landscape. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Goal and Summary of This Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Literature Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Current Framework for Responding to Crises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Recognizing, Responding, Referring and Reflecting

on Students in Distress/Crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

A Whole-Campus Approach to Crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Policy and Culture Change  . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Ideas for Policy Change. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

The Effects of Policing on Certain Student Populations  . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Training for Mental Health Crisis Response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Mental Health Crisis Response Recommendations

for Colleges and Universities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Contributors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

References. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Current Landscape
Goal and Summary of This Resource
Over the past several years, there has been a dramatic increase in the number
of mental health-related crises that are occurring on post-secondary
campuses across Ontario. Sixteen percent of post-secondary students
in Canada have seriously considered suicide and almost 3% have made
an attempt (ACHA-NCHA, 2019). Additionally, approximately 60.5% of
the crisis calls handled by schools required the involvement of community
support (Porter, 2018). In the wake of increasing mental health crises,
stretched community resources and an overall trend in North America to
explore service models that reevaluate the role of campus police officers/security
in mental health crisis response, post-secondary institutions have had to determine how they can better
meet students’ mental health needs. Many schools are implementing broader mental health frameworks
which incorporate crisis supports. This toolkit has been created to support campuses in moving from
siloed, department-specific approaches to crisis response to a collaborative, whole-campus approach
as they work towards the broader goal of a whole-campus mental health framework.

The creation of this resource would not have been possible without the working groups that we have
consulted. These groups, composed of students, campus staff and community mental health workers,
helped to shine a light on the major questions and concerns with regards to this topic. The working
groups were purposefully composed of people in various campus roles to ensure that a whole campus
approach was taken to create this resources. Without these working groups, this toolkit as it stands
would not have been realized. We are grateful for all who took the time to be involved in this process. We
also want to acknowledge all of the work that community mental health organizations are doing when it
comes to crisis response programs and services. There is a substantial amount to be learned from how
crisis response operates in the community.

CICMH Mental Health Crisis Response On Campus 3

Literature Review
Taking an Evidence-Based, Whole-Campus Approach
to Mental Health Crisis Response
Post-secondary mental health centres are reporting an increase
in the number of post-secondary students using campus mental
health services and presenting with more severe mental health A crisis is any situation
issues (Crozier & Willihnganz, 2006). A survey conducted by The that puts someone at risk
Ontario University College Health Association (OUCHA) in 2009 of harming themselves or
reported that 6% of post-secondary students had contemplated others and/or puts them at
suicide within the past year (OUCHA, 2009; as cited in Crozier risk of being unable to care
& Willihnganz, 2006). More recent data suggests that this has for themselves or function in
increased to 16% of post-secondary-students (ACHA-NCHA, a healthy manner. Distress is
2019). As the mental health needs of post-secondary students a state of emotional suffering
grow exponentially, campuses will need to work together associated with stressors and
demands that are difficult to
and find effective resources to support students in crisis.
cope with in daily life.
However, there is currently no standard established to guide
campuses on implementing interventions for mental health crisis
response. Consider implementing the following evidence-based
recommendations uncovered through our literature review as your
institution works towards whole-campus approaches to supporting
student mental health crises.

1 Establish comprehensive policies

that address how mental health
crises will be managed on campus
A recent survey looking at mental health policies across
post-secondary institutions in Canada found that campuses
are lacking in policies surrounding mental health crises on
campus (Somma, Jaworska, Heck & MacQueen, 2017). The
survey found that only 40% of schools had protocols in
place to support students with severe mental illness and only
32% of schools had policies in place to assist students who
have attempted or threatened to attempt suicide (Somma,
Jaworska, Heck & MacQueen, 2017). This evidence suggests
there is a clear need for comprehensive policies on campus
that benefit mental health crisis response. However, there is
little guidance on what constitutes best practice in mental
health crisis response and how to effectively implement
these practices. The existing literature on mental health crisis
response on campus emphasizes community crisis intervention
teams and community partnerships.  

CICMH Mental Health Crisis Response On Campus 4

2 Identify internal and external stakeholders who contribute to supporting
students experiencing a mental health crisis and determine if other
relationships or capacity-building needs to be enhanced
Effective mental health crisis response in post-secondary institutions is multi-faceted and typically
includes a range of internal and external stakeholders such as campus security, crisis teams, mental
health services, local emergency departments and distress lines. One study that looked at crisis
response at an Ontario post-secondary institution found that of the 311 reported incidents of student
mental health crisis: 34.1% of students were transported to a hospital, 24% required emergency
medical service, 21% used a mental health crisis team, 11.9% involved contacting the local police,
and 39.5% used no external resources (Porter, 2018).

Some campuses also have crisis and behaviour response teams within the school. In 2005, the
University of British Columbia established a crisis intervention team consisting of service providers
from the counselling centre, disability services, health services, residence life, academic affairs
and campus security to ensure wrap-around support for students (Washburn & Mandrusiak, 2010).
The University of Florida employs a crisis intervention team model in which select campus police
officers are trained as part of a response team (Margolis & Shtull, 2012). These police officers receive
specific training on recognizing signs of mental illness, mental health resources on- and off-campus,
psychopharmacology, and crisis de-escalation (Margolis & Shtull, 2012).

Moreover, the goal for campus police when dealing with crisis situations is to safely connect the
person in need with supports available either on campus or in the community (Margolis & Shtull,
2012). One study highlighted the need for adequate training and access to resources for campus
police to support those in crisis (Margolis & Shtull, 2012). Suggestions to improve campus police
response to mental health crises emphasized the importance of cultivating multidisciplinary
approaches and prioritizing collaborative partnerships. For example, the campus can bring together
various external and internal stakeholders to develop a training program that identifies the roles
and responsibilities of the stakeholders and how to access these services during a crisis (Council of
State Governments, 2002; Schwarzfield et al, 2008, as cited in Margolis & Shtull, 2010). Considering
campus police are one of the first points of contact during a mental health crisis response, adequate
mental health training and resources for campus police are crucial (Margolis & Shtull, 2010).

3 Create behavioural intervention response teams

Other crisis approaches that are prevalent across campuses in the
United States include behavioural intervention/response teams/units. Behaviour response teams are
comprised of an interdisciplinary group of campus personnel who evaluate cases involving students
exhibiting concerning behaviours such as emotional distress, disturbed writing, and aggressive or
suicidal remarks and behaviours. (Cornell, 2010, as cited in Golston, 2015; Frederick Community College,
2017). Mental health issues were the most commonly addressed concern by behaviour response teams
(Golston, 2015; Mardis, Sullivan & Gamm, 2013, as cited in Self, 2017). One survey of over 800 universities
and colleges found that 92% of campuses reported having some component of a behaviour intervention
team, threat assessment team or students of concern team (Van Brunt et al., 2012).

CICMH Mental Health Crisis Response On Campus 5

It is recommended that behavioural intervention teams are comprised of 5 to 8 personnel who work
closely with students (Van Brunt et al., 2012 Penven & Janosik, 2012, Goltson, 2015). Accordingly, most
of the teams surveyed by Van Brunt et al. (2012) included primarily counselling staff, campus police/
security, deans of students, residence life staff, and academic affairs staff. Moreover, it is recommended
that teams meet weekly to maintain communication and progress (Eells & Rockland-Miller, 2011; as
cited in Golston, 2015). Van Brunt et al. (2012) also found that the majority of teams met on a weekly or
bi-weekly basis, while others met monthly or as needed. Another relevant survey focused on the training
of behavioural intervention team members found that most teams attended conferences, National Center
for Higher Education Risk Management training, webinars and workshops with experts (Mardis, Sullivan
& Gamm, 2013).

According to The Book on BIT, the 10 functions of behavioural response/intervention teams

include:

1. 
Educate the campus community about 5. Assess threat/risk
behaviors of concern and reporting
6. Assess available resources
procedures
7. Follow a formalized protocol of instruction
2. P
 rovide consultation and support to
for communication, coordination, and
faculty, staff, administration, and students
intervention.
in assisting individuals who display
concerning or disruptive behaviors 8. Coordinate follow-up – Connect individuals
with needed campus and community
3. Serve as the central point of contact for
resources
individuals reporting aberrant student
behavior or behavior that deviates from an 9. Observe ongoing behavior of individuals
established baseline who have displayed disruptive or
concerning behavior
4. Triage reports – identify patterns of aberrant
behaviors which might suggest the need for 10. Assess long-term success (Sokolow et al,
an intervention 2014, p. 4-8, as cited in Golston, 2015)

With the increasing demand for campus crisis response teams, there is need for a framework and
guidance for colleges and universities to effectively develop these teams (Jed Foundation, 2013). In
response, the Jed Foundation and the Higher Education Medical Health Alliance created a guide to help
colleges and universities develop and improve campus teams. The guide focused on 5 components,
including:

1. Team mission and purpose 4. Team functions

2. Naming the team 5. Common pitfalls and obstacles
3. Team composition, size, and leadership

CICMH Mental Health Crisis Response On Campus 6

 The guide also provides key issues of consideration, as well as examples for implementation. It
highlights several campus teams across the United States such as the University of North Texas
CARE Team and Cornell University Alert Team. An example of a behaviour intervention team is
the Behavioural Evaluation and Response Team (BERT) at Frederick Community College which
consists of administrators from various college departments, a security supervisor, and a counsellor
(Frederick Community College, 2017). The BERT investigates reported cases and follows up with
the student to explore some strategies that might address the concerning behaviour (Frederick
Community College, 2017). The BERT then continues to monitor the student’s behaviour and refers
the student to appropriate resources such as the College Counselling Centre or recommends
a leave of absence or withdrawal (Frederick Community College, 2017). In this way, behaviour
intervention and response teams act as a proactive response to a potential crisis rather than an
immediate crisis intervention. Frederick college encourages calling 911 or campus security in the
instance of an immediate crisis. Despite the number of existing behavioural intervention teams and
the framework, there is very limited literature on the efficacy and outcomes of these teams.

4 Integrate health and counselling services for a holistic

and comprehensive approach to student care
Campuses must work to develop partnerships with community resources
to ensure priority and timely support for students who present with concerns that are outside the scope
of support available on campus (Lamberg, 2006). One method that colleges and universities can use to
improve their current service offerings is integrating health and counselling services (American College
Health Association, 2010). This integrated model results in a holistic and comprehensive approach to
care for students. At the University of Texas at Austin, the Counseling and Mental Health Center (CMHC)
and University Health Services (UHS) collaborated to create the Integrated Health Program (IHP) as a
means to expand the psychological services offered to students (Tucker, Sloan, Vance & Brownson,
2008). The IHP consists of two psychologists and two clinical social workers who work in the UHS. They
provide crisis intervention for any student experiencing a crisis.

Researchers are also suggesting an on-campus health/medical services model to reduce the need
for student hospitalization (Porter, 2018). Considering the increasing rates of mental health crises, and
responses often requiring hospitalization and inpatient psychiatry, it might be helpful for campuses
to expand and prioritize psychiatric services and/or establish better links to psychiatric services in
the community. One survey found that 33.7% of psychiatric services are performed by a primary
care physician/nurse practitioner and 23.9% of campuses do not provide any on-campus psychiatric
services, instead referring students to community providers (American College Health Association,
2010). A survey of counselling centre directors in the United States reported that 30% of campuses
have no psychiatric services available on campus, and in campuses with psychiatric services, 66%
reported that the available services are inadequate (Barr, Krylowicz, Reetz, Mistler, Rando, 2011).  In
Canada, access to psychiatry services on campuses is fairly scarce. While 29% of medium-sized
campuses and 57% or larger institutions have some internal access to psychiatry, there are no small
campuses with internal access to psychiatric consultations (Jaworska et al., 2014).

CICMH Mental Health Crisis Response On Campus 7

5 Create partnerships and agreements between
post-secondary institutions and community resources
Effective management of mental health crisis collaboration between
on-campus resources and off-campus resources is essential to ensure continuity of care (Jed
Foundation, 2006; Suicide Prevention Resource Center, 2004; as cited in Washburn & Mandrusiak,
2010). Washburn & Mandrusiak (2010) recommend that for crisis response, university and college
campuses must form partnerships with community resources such as mental health clinicians,
hospital emergency departments and police departments. This is even more pertinent considering
a national survey of counselling center directors in the United States reported that 9.4% of
counselling center clients are referred to external off-campus resources for specialized or more
intensive treatment (Gallagher, 2010). Moreover, a 2006 survey of American university and college
counselling center directors reported that 2,069 post-secondary students were hospitalized for
symptoms of mental illness, with an average of 8.6 students hospitalized per school over the
course of a year (Gallgher, 2007). Despite frequent utilization of hospital resources for students,
campus directors reported a lack of collaboration between the campus and local hospital and
psychiatric services. As it relates to premature discharge, students often return to school without
notification or an understanding on the part of hospital staff of the post-secondary environment
(Rockland-Miller 2000, Rockland-Miller 2003, as cited in Rockland-Miller & Eells, 2008).  

Rockkland-Miller & Eells (2008), highlights the need for partnership and agreements between
post-secondary institutions and local hospitals to facilitate a safe hospitalization process. Once
colleges and universities have determined that hospitalization is required, they should ask the
student to sign a Release of Information (ROI) (Rockkland-Miller & Eells, 2008). Once the student
has signed, the school clinician should call or have administrative staff contact the local hospital
and connect with a touchpoint person who is determined by the partnership agreement and who
can provide the student with the necessary information that they require (Rockkland-Miller & Eells,
2008). The transportation process is then dependent on the circumstances of the hospitalization.
In the case of a voluntary admission, a friend or family member can be notified to accompany the
student. In the case of involuntary hospitalization, transports would involve ambulance and campus
police (Rockkland-Miller & Eells, 2008). Developing close partnerships, agreements and processes
between campuses and local hospitals is one aspect post-secondary institutions should explore in
regard to their crisis response.   

CICMH Mental Health Crisis Response On Campus 8 8

 While Rockland-Miller & Eells (2008), emphasize that the onus
is largely on the college or university to facilitate and maintain
partnerships with local hospitals, other researchers are exploring
the role of hospitals and mental health service providers in One example of this type
supporting student mental health. McLeans Hospital in Belmont, of partnership in Ontario is
Massachusetts introduced a College Mental Health Program between the University of
(CMHP) that aimed to integrate the hospital and university/college Toronto and the Centre for
system (Pinder-Amaker & Bell, 2012). Not only did the program Addictions and Mental Health
(CAMH); where they are
provide direct clinical support for students, it also evaluated
working to integrate mental
protocols and developed policies and standards to improve the
health services between
hospital experience and processes for students (Pinder-Amaker
campuses through a stepped
& Bellm 2012). Within the program, 30% of students were on
care approach.
the Short-Term Inpatient Unit, as they were likely displaying
acute symptoms (Pinder-Amaker & Bellm, 2012).  Consequently,
collaboration between the school and hospital system leads
to improved mental health outcomes for college or university
students (Pinder-Amaker & Bellm 2012).   

6 Establish discharge protocols in

partnership with local hospitals that
include follow-up with campus services
Discharge planning and follow-up are important for student
outcomes after hospitalization. One study looked at college
students who received psychiatric evaluation at a Comprehensive
Psychiatric Emergency Program (CPEP) after experiencing a
crisis. College students represented 8% of all patients between
the ages of 18-40 at the CPEP (Mitchell, Kader, Haggerty, Bakhai
& Warren, 2013). The average hospital stay for students was
2.38 days; however, 77% of students were discharged the same
day as they were admitted (Mitchell, Kader, Haggerty, Bakhai &
Warren, 2013). Considering that the majority of students were
not admitted to the program, discharge and follow-up care is
necessary to support students. In particular, students admitted to
the inpatient psychiatry unit stayed for an average of 8.93 days
(Mitchell, Kader, Haggerty, Bakhai & Warren, 2013). Once students
were discharged, 79% were referred for outpatient mental health
services, 14% were referred to a campus counselling centre, and
7% were not given a referral (Mitchell, Kader, Haggerty, Bakhai
& Warren, 2013). Before discharge, approximately 50% of the
students received a referral for an actual appointment with a
community service provider (Mitchell, Kader, Haggerty, Bakhai &
Warren, 2013).

CICMH Mental Health Crisis Response On Campus 9

 Moreover, having an appointment prior to discharge increased the likelihood of students
successfully connecting with supports after discharge (Mitchell, Kader, Haggerty, Bakhai &
Warren, 2013). This is an important aspect of crisis postvention plans that can lead to improved
mental health outcomes for students. As such, when exploring mental health crisis response,
postvention processes such as discharge planning and follow-up should also be considered.
Furthermore, discharge planners from the hospital should follow up with the students to ensure
they are receiving the recommended treatment (Mitchell, Kader, Haggerty, Bakhai & Warren, 2013).
Considering the major role of the discharge planner in the mental health outcomes of students,
both hospitals and campuses would benefit from partnership to ensure effective coordination of
care for students (see the example in the appendix).  

7 Improve ease of navigation and raise awareness

of crisis counselling services that are accessible
24/7 worldwide
It is also important to note the change in student mental
health and crisis protocols and policies within the context of the COVID-19 pandemic. During this
time, most universities and colleges are operating through remote and distance learning. Over the
last few years, CICMH’s need’s assessment has identified this as a barrier for students seeking
supports in a timely manner. The pandemic has exacerbated the mental health issues students
were experiencing due to academic uncertainty, social isolation, difficulty concentrating, loss of
routine, concerns over personal and family health, and financial difficulties. (Son, Hegde, Smith,
Wang, Sasangohar, 2020; Grubic, Badovinac & Johri, 2020). Campuses also have international
students who may be studying in their home countries, far away from their campuses.

As a result of remote learning, access and structures of mental health supports have changed.
For example, most schools have moved to providing online mental health supports and
counselling services (Conrad, Rayala, Menon, Vora K, 2020). Many universities in North America
are encouraging students in crisis to use school and community crisis lines to access support.
Despite available online supports, one study found that most students were utilizing self-
management strategies to cope with the anxiety and stress of the pandemic, with 23% of students
using maladaptive coping strategies (Son, Hegde, Smith, Wang, Sasangohar, 2020). Another
study reported that 55% of college students surveyed did not know how to access mental
health supports during a crisis (Active Minds, 2020). Moreover, students were having difficulties
accessing general mental health supports (Redden, 2020). A study looking at the mental health
information available on counselling centre websites found that only 50% of the web pages
provided information on remote counselling and community resources such as 24/7 hotlines
(Siedel, Mohlman, Basch, Fera, Cosgrove & Ethan, 2020). More concerningly, only about 30% of
schools provided information on how to access mental health crisis services (Siedel, Mohlman,
Basch, Fera, Cosgrove & Ethan, 2020). Providing students with easily accessible knowledge and
information is essential in helping reduce barriers to service access.

CICMH Mental Health Crisis Response On Campus 10

8 Investigate reasons for the underutilization
of counselling services
Other studies have reported that students are not utilizing counselling services offered by their
university. Reasons for underutilization included not feeling that their issues were severe enough for
support, discomfort seeking help from unfamiliar counsellors, and distrust of counselling services
(Son, Hegde, Smith, Wang, Sasangohar, 2020). Recommendations to reduce barriers to access
include providing “walk-in” appointments for virtual care options (Liu, Pinder-Amaker, Hahm &
Chen, 2020). Drop-in appointments for counselling might present a timely and accessible option
for students in crisis to get connected to initial support. Additional recommendations include
monitoring and connecting with vulnerable students such as international students, Black students,
Queer students, Indigenous students, and those with pre-existing mental health issues or financial
stressors (Liu, Pinder-Amaker, Hahm & Chen, 2020). Proactively reaching out to vulnerable students
can work to mitigate the risk of a mental health crisis. For more information on how to better
engage with equity-deserving students, see CICMH’s Anti-Oppressive Practice toolkit.

Challenges and Gaps

The literature indicates that there is very limited evidence available on best practices for mental health
crisis response in colleges and universities. Moreover, in the context of the COVID-19 pandemic, crisis
services focus on crisis lines and forms of online counselling; however, considering the unprecedented
nature of the pandemic, literature on this subject is still emerging. Outside the context of the pandemic,
the existing literature focuses primarily on crisis prevention and utilizing behaviour/crisis intervention
teams and community partnerships to support students in crisis. Specifically, a common recurring theme
is close communication and collaboration with both internal and external stakeholders. By including a
variety of stakeholders in the dialogue around campus mental health, campuses are able to expand upon
the resources made available to students, as well as learn from the valuable perspectives of different
stakeholders to improve program and service delivery (Drum, Brownson, Denmark & Smith, 2009).

One major gap in the literature involves the efficacy of existing interventions, including virtual care
options, that are currently prevalent. Given the difficult scope of the problem, these crisis interventions
are lacking in monitoring and evaluation. This highlights the need for better assessment and evaluation
of existing protocols, as well as a comprehensive approach to mental health crisis response.   

CICMH Mental Health Crisis Response On Campus 11

In 2006, The Jed Foundation published the Framework for
Developing Institutional Protocols for the Acutely Distressed
or Suicidal College Student as a response to a lack of
consensus among post-secondary institutions surrounding
what entails a comprehensive crisis response (The Jed
Foundation, 2006). The framework covers the key points to
consider when developing a safety protocol, including:

• What the roles of campus staff are and who holds the ultimate accountability for the response

• When students are required to sign a Release of Information (ROI), whether to involve a student’s
potential off-campus mental health clinician

• How to support students in crisis outside of regular business hours

• How to determine if hospitalization is the best option

• Whether there is an affiliation agreement with local hospitals

• What the process is for transporting students to hospitals

The framework emphasizes collaboration with stakeholders on- and off-campus. Despite being over a
decade old, the framework accurately encompasses the idea of student mental health as a community
and campus-wide issue. This is in line with the ongoing shift to involve all campus personnel in
supporting student mental health and increasing mental health literacy and knowledge of resources
across the whole-campus. Furthermore, a part of the framework encompasses suicide prevention efforts
that consist of matching the resources available to the demands for service; however, many students
continue to experience long wait-times to access services which can contribute to an increased number
of mental health crises. Counselling centres were already overwhelmed with the mental health crisis
on campus prior to the pandemic, and now are experiencing increased demand for service. It is also
important to acknowledge the exacerbated effects of vicarious trauma on support staff in the context
of the pandemic. The framework provides institutions with guidance on issues to consider during the
development of protocols related to suicide but does not provide concrete steps on implementation.
This is reflective of the current state of the literature and existing interventions, as there is a
lack of established best practice protocols to support campus-wide mental health. 

CICMH Mental Health Crisis Response On Campus 12

Current Framework for
Responding to Crises

Recognizing, Responding, Referring and

Reflecting on Students in Distress/Crisis
The following are some potential steps you can consider taking when supporting a student in distress.
These strategies and examples are based on protocols that are currently being implemented on
campuses across Ontario. For more information on how to recognize, respond, refer and reflect in
situations where students are in distress, visit the More Feet on the Ground website.

RECOGNIZE RESPOND REFER REFLECT

CICMH Mental Health Crisis Response On Campus 13

 RECOGNIZE

Distress often refers to emotions or feelings that interfere with a person’s daily functioning. In
order to support students in distress, it is important to be able to recognize the warning signs.
Distress can impact a student’s academics, work, body, emotions, and behaviours. Please see
the chart below for examples of indicators of distress.

Common Indicators of Distress

Academic Indicators Emotional and Behavioural Physical Indicators
Indicators
Changes in quality of work Expression of hopelessness or despair Changes in personal hygiene

Increased absences Disclosure of personal crisis (e.g., Frequent or chronic illness

death of a family member or friend,
housing, or food insecurity)

Low productivity or participation Self-harming behaviours Disorganized, rapid, or slurred

speech

Missed assignments/tests Tearful or angry outbursts Dramatic weight loss or gain

Concerning content in Excessive anxiety Swollen or red eyes

assignments/tests/discussions
posts

Imminent Risk

An emergency is any reference to physical harm to oneself or others, violence, or weapons. If a

student makes ANY reference to suicide or wanting to die, immediate action must be taken and
the situation should be reported immediately. In the case of an emergency, call 911 immediately.
State your concern to the student and let them know you are getting them help. Then notify the
appropriate campus departments as needed.

During an emergency:

• “I am worried about your safety; I need to get support for you.”

Consider

When noticing these warning signs in a student, it is important to think through the information
observed or heard to determine the appropriate next steps.

Questions to reflect on:

• Does what I am seeing concern me? • Is this the first time I’ve felt concern for the
• Does what I am hearing concern me? student?

CICMH Mental Health Crisis Response On Campus 14

 RESPOND

Once you have recognized the warning signs, reflected on what you have seen or heard, and
identified there is a reason for concern, the next step is to respond.

Approach

Timing and the environment are factors that need to be considered when approaching a student,
in order to ensure they feel safe and comfortable. You need to choose a time and place where
you can speak to the student in private. When expressing concern for the student, it is important
to be explicit and to identify specific behaviours you have observed or heard that are causing you
to be worried.

Starting the conversation:

• “I’ve noticed you have been missing class lately and I am concerned about you.”

Engage

Next, you need to be prepared to listen without judgement, show concern, and ask clarifying
questions. This requires patience, your undivided attention, and the use of open-ended questions.
Be sure to provide students with adequate time to respond as it may take them some time to open
up. While listening to the student’s experience, it is important to provide validation, information,
and encouragement. Continue to listen to the student without approving or disapproving
their concern. Communicate acceptance of the student’s experience by using validation and
normalization, which lets them know you are understanding, that they are not alone and that
there is support available.

Examples of open-ended questions: Examples of validating statements:

• “How are you doing?” • “It sounds like you’re going through a lot right now.”

• “How can I best support you?”

• “I’m sorry you are going through this.”
• “Tell me more about that.”
• “You aren’t alone in your experience. May I share
some resources to support you?”

CICMH Mental Health Crisis Response On Campus 15

 REFER

Inquire about whether the student is already connected to resources. Let them know there
are supports available to them, both on- and off-campus. Normalize the use of mental health
services and highlight the strength and courage it takes to seek help. Encourage them to seek
support and access these resources. Provide the student with the referral information for the
appropriate resources. Extend your support by offering to call the resources with the student to
set up an appointment or walk with them to the health and wellness centre to seek help.

Statements of support
• “Is this something you would like help with? I can recommend some resources.”

• “If you would like, we can call together to make an appointment.”

• “I’m happy to walk with you to the office, if you would like.”

For emergency situations, always call 911 and then notify the appropriate campus department.

Engaging the appropriate resources

If you are concerned for the student’s safety as a result of potentially engaging a specific resource
(e.g., campus security/police), reflect on whether there are equally effective safer options that you
can make a referral to (e.g., a mobile crisis unit). If there are not any equally effective safer options
to offer, proceed with engaging the resource and consider the ways you can remain an advocate
and effective bystander for that person when that resource is engaged. This will be further covered
in the section of this toolkit titled “The Effects of Policing on Certain Student Populations”.

Next steps
If you are comfortable doing so and have established appropriate boundaries, you can follow-up
with the student or let them know you are available if they need additional resources or support.
Try not to inquire about their decision to seek help or not, but rather let them know they can
always reach out if they need support.

Student declines referral

It is important to understand that you are only able to provide information and encourage the
student to seek help. It is ultimately the student’s decision whether they follow through with the
referral or not. If a student does not wish to seek help, it is important to respect the student’s
decision. Do not force the issue or pressure them to seek help. Leave the door open for further
conversation by letting them know they can always get in touch with you again if they reconsider
or need additional support.

CICMH Mental Health Crisis Response On Campus 16

 REFLECT

Tough conversations like these can be emotionally draining for both staff and students. Once
you’ve connected a student to supports or left the door open for further conversation, you
may want to step back and reflect on the situation. Here are some tips that can support your
reflection process.

1. Do a self-assessment
Make time to reflect on your emotions and how you’re feeling after the interaction. Keep an
eye out for physical, behavioural, or emotional signs of struggling or languishing. Reach out
to resources, like your EAP, if you need support.

2. Debrief with a colleague or friend

Debriefing with another person is a great way to work through any residual feelings or
concerns you may have about your interaction with a student. Remember that while
debriefing you must still maintain student privacy.

3. Practice self-care
It is crucial to take time for yourself after supporting someone else. The definition of self-care
is different for everyone. Be sure to identify activities that replenish you and make you feel
fulfilled so that you can engage in them when you need to take some time for yourself.

CICMH Mental Health Crisis Response On Campus 17

A Whole-Campus Approach to Crisis
What is a whole-campus approach? In a whole-campus approach, all
members of the campus community are involved in supporting student
mental health. Ideally, practices that promote mental health are woven
into all aspects of campus, from policies and programs/services to
the learning environment. The whole-campus approach also involves
breaking down silos between departments/campus areas and ensuring
that everyone has the appropriate information and resources they need
to support student mental health based on their role on campus. This
approach allows for information to flow more freely between campus
departments. It also ensures that every interaction students have with
staff and faculty can help connect them to the proper resources to
support their mental health. The whole-campus approach aids campuses
in assessing available resources to better understand what services can be
provided to students in-house. This can provide the foundation for intentional
partnership building with community mental health organizations to fill service gaps and ensure students
have access to a full complement of mental health services to meet their varying needs. When creating
a campus framework for crisis response, post-secondary institutions should include ways to support
students who live far from campus, whether that’s out of the city/town, province, or country. This ensures
that all students will have equitable access to support resources.

Within a campus, there are many opportunities for staff and faculty to interact with students. This means
that there is also a chance that staff may come across a student who is experiencing a crisis. Therefore,
it can be helpful to have a good sense of some of the resources that are available to support students on
your campus. Some places you can find more information on the resources available to students include:

• the ‘Services’ page on the More Feet on the Ground website (www.morefeetontheground.ca),
o Lists all the mental health services available at each publicly funded college and university
campus in the province
• CICMH’s “Supporting International Students During the COVID-19 Outbreak” infosheet.
• CICMH’s Crisis webpage
• ConnexOntario’s website
• Good2Talk

Depending on your role on campus, there may be different things that you can do to support student
mental health, from having a good understanding of the resources available to being able to intervene
and de-escalate a crisis situation. Your role as a faculty or staff member is not necessarily to assess risk
or be a student’s main point of contact in a crisis. Instead, it is to provide support in the moment, and to
help a student get connected to programs/services that can best meet their needs.

To learn more about the whole-campus approach and ways it can be implemented, take a look at the
Okanagan Charter in the appendix.

CICMH Mental Health Crisis Response On Campus 18

Policy and Culture Change 
Traditionally, campus culture has not always normalized the reality that there are ups and downs in the
student experience and that students may sometimes have trouble coping. One of the means through
which we can begin to change the culture on campus is through policy changes. By moving away from
policies that may be causing unintentional harm to students, as well as removing barriers to accessing
supports, we can begin to create a campus environment that recognizes the importance of mental
health and works to positively support students in their pursuit of wellbeing. Campuses can begin the
process of reshaping their policies by reviewing them, even those not related to student health and
wellness, through a mental health and equity lens. Only then can campuses begin to understand the
true impacts of their policies on students’ wellbeing. Some things to look out for are whether policies
are inappropriately punitive with regards to mental health or if policies are structured in a way that
could deter students from accessing campus or community mental health resources. Going through the
assessment process can not only help institutions to understand where barriers may lie, but can also
provide insight into how students perceive and experience these barriers. Tools like the Health Equity
Impact Assessment can be used to analyze policies and note their impact on student populations. A
main goal of campus mental health policies should be to provide supports for faculty, staff and students
when it comes to dealing with mental health crisis response.

All campuses should also have an easy to comprehend mental health crisis navigation path. This
navigation path should inform a person of what steps they can take to support a student in crisis
based on the student’s immediate needs. The navigation path should be accessible to faculty, staff and
students online and on campus.

Policy changes can be made at all levels of the post-

secondary institution in order to better support student
mental health. These campus policies should provide
supports for students and staff when it comes to dealing
with mental health crises. Administrators, faculty and staff
can all play a proactive role in encouraging students to
access support and in reducing the stigma surrounding
mental health concerns. Individual interactions aren’t the
only way we can support students. While administrators
can work on higher-level policy pieces, there are other
means through which faculty, staff, and students can
also work to shift the culture on campus. Below are some
examples of different ways of shifting campus culture,
specifically through stigma reduction.

CICMH Mental Health Crisis Response On Campus 19

Ideas for Policy Change
Crisis Navigations Charts
Crisis navigation charts are a great way of visualizing your campus’ mental health crisis response policy.
These types of navigation charts should be clearly visible, identifiable, and prominently displayed all
throughout your campus (e.g., plastered in thoroughfares, on the back of bathroom stall doors).

Credit: York University

CICMH Mental Health Crisis Response On Campus 20

Credit: Trent University

CICMH Mental Health Crisis Response On Campus 21

Credit: Sheridan College

CICMH Mental Health Crisis Response On Campus 22

Websites
A mental health crisis response website can be a one-stop shop for anyone on campus who is
navigating how to support a student experiencing a crisis or looking for mental health crisis resources.
These websites should be frequently advertised and shared with faculty, staff and students.

How to Support Someone in Crisis | Nipissing University

Crisis Support | McMaster University

Crisis Support and Emergencies | Niagara College

Mental Health Syllabi Statement

A statement in the syllabus can send a positive signal of support for students’ learning and well-being by
including recommendations and encouragement for students to take care of themselves and seek help
when they need it. The statement might also be used to encourage classroom conversations about the
stigma that keeps students from accessing supports.

Example Statement:

As a university student, you may sometimes experience mental health concerns or stressful
events that interfere with your academic performance and negatively impact your daily
activities.

All of us can benefit from support during times of struggle. If you or anyone you know
experiences academic stress, difficult life events or feelings of anxiety or depression, Student
Health and Wellness is here to help. Their services are free for Lakehead Students and
appointments are available. You can learn more about confidential mental health services
available on and off campus at lakeheadu.ca/shw.

Remember that getting help is a smart and courageous thing to do - for yourself, for those you
care about, and for those who care about you. Asking for support sooner rather than later is
almost always helpful.

You could also choose to include a slide with the statement in your lecture. Student Health and Wellness
can also provide a short presentation about the wellness services on campus.

For more information on embedding mental health into the classroom take a look at CICMH’s
Mental Health and the Learning Environment toolkit and Creating Student Focussed Syllabi: A Tool for
Instructors (from UBC Department of Psychology).

CICMH Mental Health Crisis Response On Campus 23

Email Signature
Email signatures are regularly used to communicate information. Using your email signature to
communicate your working hours can help to support your own work-life balance and create realistic
expectations of response time for students. Linking to a resource guide within your signature, if
possible, can help to redirect students to other supports if you do not immediately respond. Students
will still be aware of the support and resources available to them and will be encouraged to access them
when needed.

Example signature line:

PLEASE NOTE MY WORK HOURS: I check and respond to emails during my working hours of
Monday to Friday, 8:30 am to 4:30 pm. I will not regularly see or respond to emails outside of
these hours.

Are you ok? Our How to ask for Help at Lakehead guide was made for you.

Need to talk to someone right now? Good2Talk is a free, confidential 24/7 post-secondary
student helpline. Call 1-866-925-5454 or text GOOD2TALKON to 686868.

CICMH Mental Health Crisis Response On Campus 24

The Effects of Policing on Certain
Student Populations 
Campus security, campus police and local police are a part of the complement of services and programs
that can help to support students in crisis. In many cases, they can be of assistance in situations
where students may be at imminent risk of harm. However, not all student populations have positive
relationships with police and police-related services. Many groups, and possibly the individual that you
are supporting, have had historically antagonistic relationships with policing services that have led to
negative outcomes. These histories need to be considered during a crisis situation, particularly when you
are supporting students through the process of getting connected to appropriate resources. Community
crisis responses are beginning to shift from being police-centric towards models more focused
on mobile crisis units. One such example is the mobile crisis response pilot taking place in
Toronto, Ontario.

The power differentials that exist in the relationship between

students and campus security or policing authorities are also
important to note. Given their enforcement role on campus,
campus security and police hold powers that students do not.
Consequently, this power dynamic can come into play when
these two groups interact. Depending on the situation, campus
security/campus police may be empowered to make decisions
for the student, whether or not the student agrees with these
decisions. Such decisions can include things like apprehending
a student using handcuffs and physically removing them from
campus. These power differentials, along with prior experiences,
can make students wary of seeking help from these sources.

Another element that can make students wary of seeing

or accepting help from these resources is their perceived
understanding of the power that campus security/police hold
within post-secondary institutions. Students may incorrectly
believe that campus security/police have the ability to single-
handedly expel them from campus, or that they carry potentially
lethal weapons when responding to calls. Conversations and
consultations with students confirm these misunderstandings
and indicate that they are a factor that make students wary of
seeking supports from these resources (University of Toronto -
The Review of the Role of Campus Safety Services in Student
Mental Health Crises Review Panel, 2021)

CICMH Mental Health Crisis Response On Campus 25

It is not only interpersonal interactions between
police and students that are important to
acknowledge. There is a systemic aspect to
this relationship as well. Laws created by the
government, as well as stories in the media,
have amplified the negative tropes about
particular populations and their relationships
to crime (Maynard, 2017). These laws have
allowed for significant discretion at the hands
of police services with regards to which groups of
people they choose to surveil. The communities
that are subject to increased surveillance have
higher odds of interacting with the police, thereby
increasing their odds of experiencing negative
encounters. They also have increased likelihood
of being charged and sentenced with crimes,
as well as a higher risk of being incarcerated
(Maynard, 2017). Examples of these laws include the Indian Acts prohibition of alcohol purchases and
consumption by First Nations, Inuit, and Métis people (which was only repealed in 1985), the opium laws
enacted in 1908 to target Chinese labourers working on the Canadian Pacific Railway, and the police
practice of carding which disproportionately affects Black communities (Maynard, 2017).

The negative stereotypes that have shaped the creation of laws and their enforcement have been
thoroughly disproven through research. Research has also highlighted the overrepresentation of
particular groups in the justice system. Some examples include the following.
• Links have previously been drawn between immigrant and migrant populations and crime, particularly
as it relates to youth. However, research from Public Safety Canada has shown that youth born outside
of Canada have lower rates of “delinquent behaviour” than youth born in Canada (Public Safety Canada,
2012).
o It is also important to note the growing number of international students on our campuses and
their relationships with police. Many students may come from countries where police hold different
powers than they do here. Therefore, they may have different interpretations of police officers and
their roles.
• Although Indigenous people make up about 5% of the Canadian population, they are almost 25% of the
population of incarcerated people in Canada (Sapers, 2015).

CICMH Mental Health Crisis Response On Campus 26

The intersection of identity, mental health and police encounters have
also led to violence on occasion. Research has shown that minorities, Reflection: It is important
to consider a student’s
particularly racialized ones, are overrepresented in incidents where police
context and experiences
use deadly force. People living with mental health issues are also at an
when supporting them in
increased risk of experiencing deadly force during police encounters (Gillis,
connecting to resources
2015; Chan and Chun, 2014). Several examples of these cases exist. Below
during a crisis situation.
are a few that you may want to read more about. Think about how taking a
• Regis Korchinski-Paquet – Regis was a 29-year-old woman living with trauma-informed approach
mental health issues. Her family called for help because of a physical to the situation can help
altercation occurring in their home. During her interaction with police, you to better support
Regis was killed. students and enable them to
connect with the appropriate
• Ejaz Chourdry – Ejaz was a 62-year-old man who lived with
resource for them.
schizophrenia. His daughter called the police for a wellness check as he
had not taken his medication. During his encounter with police, he was Trauma-informed care is
killed. both an intervention and
• Guy Ritchie – Guy was a 30-year-old man who lived with mental health organizational approach. It
issues. He was on his way to a pharmacy when he had an interaction focuses on how trauma might
with the police. It was during this interaction that he was killed. affect a person and their
response to support service
The effects of these negative interactions not only harm the people from prevention through
involved, but they reverberate back out into their communities as well. treatment. Key elements
Research conducted by the American Psychological Association has shown of this approach include
that profiling by the police can cause PTSD and other disorders associated understanding how prevalent
with stress (Ontario Human Rights Commission in Maynard, 2017). trauma is, recognizing how
trauma can affect people
Societies as a whole are moving away from police being central to the and using this knowledge
mental health crisis response model. Many have highlighted that trained to shape your interactions
mental health and crisis personnel are able to handle crisis situations in with a person. We can act on
which there is no imminent threat of violence. This way of thinking has led this knowledge by working
to a movement towards using mobile crisis response teams to respond collaboratively with students
to mental health crises. Post-secondary institutions can learn from the on their care through a
strengths-based, skill-
valuable work being done in the community in order to adapt this new
building approach.
model of mental health crisis response to their campuses.

CICMH Mental Health Crisis Response On Campus 27

Training for Mental Health Crisis
Response
Training at all levels of the institution is another way
to support crisis response on college and university
campuses. One method of training found in the
literature is gatekeeper training, which consists of
training individuals in the community who come
in contact with students often, such as course
instructors and staff involved in residence.
Research demonstrates that training these
gatekeepers to identify individuals who are
at-risk or expressing suicidality provides an effective
method to reach more of the campus community.
In order to be effective, the gatekeeper training must
include two components. The first is increasing
gatekeeper knowledge regarding suicide warning signs,
risk and protective factors, and available resources. The
second component is training the gatekeepers in specific
skills such as active listening and persuading individuals to seek help (Wolitzky-Taylor et al., 2018).
Furthermore, this specific type of training is most effective when students are included, especially when
learning about available resources, how to recognize friends at risk, and screening tools (Schwartz,
2017). In addition to gatekeeper training, accessible and regular training regarding suicide prevention
is also needed. The literature suggests that utilizing staff orientations and professional development to
share suicide prevention information is a practical way of reaching the maximal amount of university staff
members. In addition to sharing information in these sessions, a brief online training should be
created for students, staff, and faculty that provides information on how to support an individual
in crisis (University of Alberta Suicide Prevention Framework, 2018).

There are many other types of training that can also be considered as a compliment to gatekeeper
training. These include de-escalation training, cultural humility/cultural competency training, training on
the impacts of mental health on particular student populations, resilience training and trauma-informed
care training. Many of these trainings can be sourced from community mental health organizations like
CICMH (More Feet on the Ground) or a local Canadian Mental Health Association branch.

CICMH Mental Health Crisis Response On Campus 28

Mental Health Crisis Response
Recommendations for Colleges
and Universities
Based on the information above, CICMH has outlined recommendations that all schools should keep in
mind when creating whole-campus mental health crisis response policies.

• Move away from a siloed, department-specific approach and towards a collaborative, whole-campus
approach to mental health crisis response.
o No one department should be responsible for mental health crisis response. Students in crisis
show up at all sorts of places on campus, not just at health and wellness or the counselling
department.

• Create comprehensive policies that address how mental health crises will be managed on campus

• Ensure these policies are easy to comprehend by representing them in different ways, such as a
stepped approach or a flowchart.

• Identify internal and external stakeholders who contribute to supporting students experiencing a
mental health crisis. Determine if other relationships or capacity-building needs to be enhanced

• Create partnerships and agreements between post-secondary institutions and community resources

• Be aware of the effects of policing on certain student populations

• All faculty and staff should receive appropriate training based upon their role on campus

• Consider creating behavioural intervention response teams

• Integrate health and counselling services for a holistic and comprehensive approach to student care

• Establish discharge protocols in partnership with local hospitals that include follow-up with campus
services

• Improve ease of navigation and raise awareness of crisis counselling services that are accessible 24/7
worldwide
o This is beneficial both in the moment of a crisis and as a preventative measure so that folks can
get informed about service offerings before a need arises.

• Investigate the reasons for the underutilization of counselling services

CICMH Mental Health Crisis Response On Campus 29

Contributors
This toolkit would not have been possible without help from our valued stakeholders. In order to ensure
that this toolkit utilized a whole-campus approach, we collaborated with stakeholders in various campus
roles. Their time and dedication brought this toolkit to fruition.

Thank you to all who contributed!

• Erin Anderson

• Nathan Barnett

• Alexander Daros

• Kim English

• Dion Fawcett

• Melissa Fernandes

• Trevor Potts

• Irene Pugliese

• Swati Naidu

CICMH Mental Health Crisis Response On Campus 30

Appendix
The Okanagan Charter 
Okanagan Charter Webinar from CICMH
The Okanagan Charter

Example of Coordination of Care

Referral Facilitation from KGH to

Queen’s University, St. Lawrence College, Royal Military College
Updated January 17, 2020
To coordinate care for a patient who is also a student, please request their permission to send psychiatry reports and/or
discharge summary. Please indicate student’s expectation of follow-up if not specified in discharge summary. We will reach
out to student to offer follow-up care if it requested. Please let student to know to expect to hear from us within a week.
Please feel free to contact us to inquire about wait times for appointments.

Queen’s University St. Lawrence College Royal Military College

Main contact person Clinical Social Worker / Intake Student Wellness & Registered Nurse
(M-F, daytime) Triage Consultant Accessibility – Kingston 613-541-5010 x 6694
613-533-6000 x 78374 613-544-5400 ext 5504
Secondary contact person Registered nurse / Integrated Confidential voice mail Registered Nurse
Care Manager 613-541-5010 x 8733
613-533-6000 x 79121
Fax number to send over 613-533-6740 Secure fax 613-541-6891. Please note the
psychiatry report and/or 613-548-7793 RMC student MUST be seen
discharge summary at the clinic the next business
day at 07:00 for follow-up
After hours contact to Psychologist Campus Security Duty Health Services Officer
coordinate discharge for 613-876-4080 613-544-5400 ext 5555 (24/7/365)
students in residence (with Residence Desk (Kingston) 613-541-9042
student consent) 613-544-5400 ext 4999
Hours of Operation Mon-Thurs 9 am to 7 Pm, Mon – Fri Mon – Fri
Friday 9-5 8 am to 5 pm 07:00 – 16:00
(Sept to April) *Campus closed for December Anticipate summer hours
Summer hours 8:30 -4:30 Holiday Break 7:30 – 16:00
*campus closed for December *Clinic closed Dec 21 – Jan 5*
holiday break*
Psychiatry Yes, internal physician referral Not available Yes (and psychology/ social
required worker)
Additional Resource for EMPOWER ME Students Rights & Key Contact Resources Card
students (student crisis & counselling Responsibilities Officer –
assistance program 24/7) sexual assault support (613)
1-844-741-6389 544-5400 ext. 1434
Sexual Violence Prevention & Campus Health Centre
Response Coordinator 613-544-5400 ext 1136
613-533-6330 (on campus
36330) Mon-Fri
Security & Emergency
Services emergency line: 613-
533-6111
Community Resources:
AMHS Crisis Line for immediate support – 613-544-4229 OR direct them to present in person to the AMHS KFLA walk-in crisis
service: Monday-Friday, 8:30am-4pm - 552 Princess Street, Kingston (between Alfred and Frontenac)
• Good 2talk 1-866-925-5454 post secondary student helpline
• Assaulted Women’s Helpline: Toll-free: 1 866 863-0511
• Sexual Assault Centre of Kingston 613-544-6424 or 1-877-544-6424

CICMH Mental Health Crisis Response On Campus 31

Model – ThriveNYC 
Thrive NYC is a systematic, public health approach to mental health currently being employed in New
York City. This population-based mental health strategy attempts to be purposeful in its allotment of
resources for mental health supports and services within the city in order to combat identified disparities
and a lack of accountability. This strategy is attempting to improve the mental health of New Yorkers
through six principles:

• Fighting stigma in order to change the culture surrounding mental health

• Investing in early intervention and prevention programs

• Dismantling barriers to access to close treatment gaps

• Partnering with communities to better understand them and amplify the work they do

• Strategically utilize data gained from evaluating programming/services

• Encouraging government to lead by pushing for policy-level changes with regards to mental health.

You can learn more about the program at https://www1.nyc.gov/nyc-resources/thrivenyc.page or by

listening to this episode of the New York City Bar Association’s podcast (timestamp 0:00 - 20:00)

Model – CAHOOTS 
CAHOOTS is a mobile crisis response model that originated in Eugene, Oregon and has been in
place for over 30 years. This program is managed by a community mental health organization called
the White Bird Clinic. Their mobile crisis model utilizes two person teams consisting of crisis workers
partnered with a healthcare worker to respond to non-violent mental health-related crises. Through their
partnership with local law enforcement, all non-violent calls placed to 911 or their local police non-
emergency line are rerouted to the CAHOOTS program where they assess the call and then attend to
the situation in order to provide treatment and or support to the person/person in crisis. This model has
allowed Eugene to divert 17% of the police department’s calls to CAHOOTS (White Bird Clinic, 2020),
lessening the number of unneeded interactions with law enforcement for those experiencing a mental
health crisis. To learn more about the CAHOOTS model visit https://whitebirdclinic.org/what-is-cahoots/
or listen to this episode of Vox’s “Today Explained” podcast.

CICMH Crisis Response Contact Sheet

https://campusmentalhealth.ca/wp-content/uploads/2022/03/CICMH-Crisis-Response-Handout.pdf

CMHA ONTARIO Police-Hospital Transition Framework and Toolkit

https://hsjcc.on.ca/our-work/projects/police-hospital-transition-framework/

CICMH Mental Health Crisis Response On Campus 32

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