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w at er lo oc hr on ic le .c a W at er lo o C hr on ic le | T hu rs da y, Ju ne 23 ,2 02 2 | 8 ABOUT US This newspaper, published every Thursday, is a division of the Metroland Media Group Ltd., a wholly-owned subsidiary of Torstar Corporation. The Metroland family of newspapers is comprised of more than 70 community publications across Ontario. This newspaper is a member of the National NewsMedia Council. Complainants are urged to bring their concerns to the attention of the news- paper and, if not satisfied, write The National NewsMedia Council, Suite 200, 890 Yonge St., Toronto, ON M4W 2H2. Phone: 416-340-1981 Web: www.mediacouncil.ca editorial@waterloochronicle.ca facebook.com/waterloochronicle @wlchronicle WHO WE ARE VP, Regional Publisher Donna Luelo Director of Content Lee Ann Waterman Regional General Manager Nelson Parreira Regional Director of Media Heather Dunbar Advertising Representatives Fran Hendry, Katrina Anderson, Jan Bodanka, Matt Miller, Lisa Humphreys, Cassandra Dellow, Zaid Shahabuddin, Managing Editor Robyn Wilkinson Online Editor Loraine Centeno News Editor Ned Bekavac Reporter Bill Jackson Director Creative Services Katherine Porcheron CONTACT US Waterloo Chronicle 219 Labrador Dr. Suite 203, Waterloo, On., N2K 4M8 Phone: 519-886-2830 Web: www.waterloochronicle.ca Letters to the editor All letters must be fewer than 320 words and include your name and telephone number for verification purposes. We reserve the right to edit, condense or reject letters. Published letters will appear in print and/or online at waterloochronicle.ca Delivery For all delivery inquiries, e-mail customerservice@metroland.com or call 519-894-3000. OPINION TO LEARN HOW TO SUBMIT YOUR OWN CONTENT VISIT WATERLOOCHRONICLE.CA As we continue to work through the COVID-19 pan- demic, increased stress and anxiety is leading to higher levels of fatigue and burnout across the work- force. Employers need to step in to help staff handle this increased strain on their mental health. While some stress at work can be healthy and even provide motivation, prolonged and intense stress can lead to mental exhaustion and ill- ness. That has a high cost to the employer and to the employee. Recent data collected by Canadian Mental Health Association Ontario shows 36 per cent of workers have experienced increased feel- ings of anxiety, sadness and depression during the pandemic, especially wom- en and millennials. One- third of workers said they have difficulty focusing at work, and one-third of the workforce said they have decreased fitness and poor- er eating habits since the start of the COVID-19 pan- demic. Many employees don't have access to or don't know where to find the supports they need to im- prove their mental well- ness and combat burnout. This can culminate in a mental health crisis, re- quiring people to seek pro- fessional intervention in order to regain their well- ness and balance. Employees who strug- gle with burnout often feel pride in their work, yet also feel a heightened sense of responsibility, which can lead them to push them- selves beyond what is rea- sonably expected. Helping them set realistic expecta- tions and boundaries will give them permission for self care and balance, both on and off the job. Practising finding bal- ance is never easy, but sim- ple things matter. Plan to use your vacation time this summer, if that is an option for you. Taking regular breaks is associated with improve- ments in our mental and physical health, and some studies show vacations can even reduce the risk of heart disease. Also, the ex- periences we have while on vacation -- or during a staycation -- can have long lasting positive effects. Taking time off from work can also make us more productive in the long run. And when we're more productive, we feel successful and are happier employees. This is impor- tant when you consider how burnout can lead to in- creased turnover and high- er costs as workers move to other jobs where they may feel more supported. While employees look to their employers for sup- port for their mental health, it's often difficult to navigate these supports, especially with program- ming moving online dur- ing the pandemic. That's why the Canadi- an Mental Health Associa- tion Waterloo Wellington and Running Room have teamed up to launch Shift Your Mind (shiftyour- mind.ca), a new initiative to help companies improve their employees' mental wellness and fitness. The eight-week mental and physical training pro- gram helps people develop healthy thinking habits to improve resiliency and in- crease employee energy at work by teaching tools like positive self-talk, mindful- ness, and the power of physical fitness as a stress reliever. As we all struggle to find our work-life balance, and as the lingering effects of the pandemic continue to be felt, companies will need to rethink their busi- ness models. There is much to be gained from a mentally healthy workplace: higher recruitment and employee retention rates, reduced workplace absenteeism and enhanced productivi- ty. The partnership be- tween employers and em- ployees is central to our wellness. The burden to improve mental health cannot fall on employees alone. It is essential for em- ployers to step into this space, so they can ensure staff have the time and the tools needed to be well and stay well. When people feel men- tally healthy, they have the energy they need to feel their best, and do their best work. That's a win-win. Helen Fishburn is the CEO of the Canadian Men- tal Health Association of Waterloo Wellington. IMPROVING WORK WELLNESS HELEN FISHBURN Column We recently celebrated our sixth anniversary. Anniversaries are mile- stone moments when we take time of reflect, share stories and memories, and celebrate where we've been, where we are at, and where we want to be in the future. We recall how it "all started," a few families with a vision for their loved ones with disabilities to live as active participants and valued citizens in their community. There were dreams, realities, hopes, doubts, setbacks, and a plan for a new type of sup- port. They wanted some- one who was "indepen- dent" of the existing system of segregated and congre- gated programs and servic- es, to walk with them, to "facilitate" change and cus- tomized supports. In May 2010, we started with a mission to assist people with disabilities and their families to plan for and build a good life in community. Our first steps were ambitious, maybe; cautious, sometimes; but always determined. Along the way we learned and grew. We wanted a name and identi- ty that indicated who we are and what we do. So, in 2016, we changed our name to "Bridges to Belonging" as it reflected our mission and true calling. Bridges to Belonging is who are and who we want to be. Our name creates a mental im- age that reinforces our role and responsibility to the people and families we walk alongside, to our com- munity. Bridges to Belonging is a grassroots, relationship- based organization of inde- pendent facilitators and community connectors who walk alongside youth, adults and seniors with dis- abilities and dual diagnosis to live, work and play as valued citizens, develop networks of support and experience belonging in a community. These past few months leading to our anniversary have been intense and pro- ductive. We have reached out to our community and other grassroots organiza- tions to collaborate on new initiatives such as seniors with disabilities aging in place, and to build new bridges to offer culturally diverse services in multi- ple languages. We have ex- panded our team of volun- teers and are expanding our reach beyond our com- fort zone, to increase our capacity, and open new perspectives and opportu- nities that will ultimately benefit people with disabil- ities, their families and Wa- terloo Region. Although belonging has become a value shared by many organizations and individuals, it is a basic hu- man need. When we celebrate birthdays and anniversa- ries, we rejoice in the mo- ment and recharge our en- ergies. Inevitably, we look back and smile, question and sometimes regret. But above all we want to be sur- rounded by people who share our dreams and con- tribute to their coming true. We take stock of what we have done and look at where we want to go. We would like to share our journey with you and join you on yours as well. Let's celebrate together. Donnamarie Dunk is the executive director of Bridges to Belonging. Her personal and professional life has allowed her to experience the abundance of community, the power of authentic relationships and the resilience of the human spirit. She is an ally and advocate for peo- ple and families margin- alized by society to live free of barriers to inclusion, enjoy the rights and privi- leges of their citizenship and experience belonging as valued members in their communities. NEW BEGINNING, NEW OPPORTUNITIES AT BRIDGES TO BELONGING DONNAMARIE DUNK Column