Programs

• Continue to embed a robust, intersectional anti-oppression analysis across all trainings, events, and panels

• Ensure no one is turned away due to lack of funds by offering scholarships, comped memberships, and clear solidarity-based pricing structures

• Streamline scholarship processes and explore what aspects of programming can be made freely available

Leadership

• Ensure at least half of faculty and event facilitators are people of color, with proactive recruitment to increase representation

• Intentionally expand POC leadership across Working Groups

• Follow up on the commitments made in the Centered Organizational Accountability statement, with progress tracked and reported through the Anti-Oppression Committee

Operations and
Access

• Provide ASL interpretation and captioning for all events and trainings

• Consistently incorporate image descriptions in social media and visual descriptions in live offerings to increase accessibility for people with disabilities

• Develop and publish updated internal guidelines for building partnerships with racialized communities, supported by an updated “movement map”

Culture and
Membership

• Create regular opportunities for power-mapping across IDHA, integrating activities into Working Group cycles and organizational culture more broadly

• Provide annual anti-racism training focused on the intersections of anti-racism and mental health oppression (open to all members, required for staff and volunteers)

• Integrate community input on IDHA’s progress toward becoming an anti-oppressive organization, analyzing survey responses and making recommendations for concrete changes

• Clarify principle of “centering the most marginalized” through documentation of actionable steps, building on retreat discussions

• Continue to build and sustain coalitions with racialized communities and other social justice organizations

Programs

• All public programs integrated a cross-cutting, intersectional anti-oppression lens (most notably Topographies of (Dis)Connection and Decarcerating Care)

• Awarded 62 full or partial scholarships to the live series and 25 full scholarships to the Core Curriculum; 39% of Core Curriculum enrollments accessed lower-tier pricing

• Sustained economic access through sliding-scale pricing and scholarships

• Offered 38 comped memberships and improved clarity about how to request one

Leadership

• Faculty, facilitators, and panelists were majority people of color

• Built a Working Group member-facilitator pathway within the Core Curriculum’s Learning Experience format, expanding leadership opportunities from within the community

• Board and staff convened for an in-person retreat focused on structure, anti-oppression, and conflict/harm response

Operations and
Access

• Provided ASL interpretation and captioning for all public programs

• Consistently integrated image descriptions across social media posts and visual descriptions in live offerings

• Raised more than $7,000 through the Giving Circle to fund scholarships and subsidized memberships

Culture and
Membership

• Partnered with AORTA to develop community surveys assessing IDHA’s progress toward becoming an explicitly anti-racist organization

• Deferred the annual anti-racism training to early 2025 in order to incorporate member feedback from the survey

• Published a statement on Centered Organizational Accountability and hosted a member town hall to answer questions and share next steps (see here for a more detailed report-back on commitments made in this context)

• Staff engaged in substantial conflict and harm response learning, with Board support to ensure accountability to public commitments

• Integrated conflict skills into Core Curriculum facilitator training

Programs

• Embed a robust, intersectional anti-oppression analysis across all trainings, events, and panels, ensuring programmatic planning is consistently filtered through this lens

• Provide full and partial scholarships for live trainings and the Core Curriculum

• Maintain sliding-scale pricing structures for all public offerings to ensure that no one is turned away due to lack of funds

• Continue to offer comped memberships upon request

Leadership

• Ensure that at least half of all faculty and facilitators are people of color, centering voices and expertise from communities most impacted by the mental health system

• Proactively recruit members of color to participate in Working Groups and represent IDHA in external roles (e.g. panel moderators)

• Strengthen and expand pathways for POC leadership across staff, Board, Working Groups, and membership, with attention to ongoing mentorship and support

Operations and
Access

• Provide ASL interpretation for all trainings, events, and panels, and ensure additional access needs identified by participants are met wherever possible

• Consistently integrate image descriptions across social media and visual descriptions in live offerings to increase accessibility for people with disabilities

• Strengthen organizational accountability and conflict response practices

Culture and
Membership

• Offer annual anti-racism training using an updated structure based on feedback

• Strengthen staff capacity to approach conflict in ways aligned with IDHA’s values

• Expand the Anti-Oppression Committee (staff and Board) to include focused work on anti-racism and conflict/harm response

• Continue to compile and share conflict resources and toolkits with members

Programs

• All trainings, events, and the Decarcerating Care panel integrated a cross-cutting, intersectional, anti-oppression lens

• The final Core Curriculum faculty reflected diverse identities and experiences (more than 70% people with lived experience, more than 50% people of color, and more than 50% who identify as queer, non-binary, or gender non-conforming)

• Offered 31 scholarships to the Crossroads of Crisis series (fall 2022-spring 2023)

• Rolled out updated tiered pricing structures for all programs, including the Core Curriculum

• Hosted a cross-movement panel on Palestinian Liberation, deepened partnerships with existing QTBIPOC-led organizations, and nurtured relationships with new groups

Leadership

• Welcomed two new Board members, strengthening alignment between leadership and our wider community

• Staff participated in ongoing conflict analysis and facilitation training to support the creation of safe(r) spaces

Operations and
Access

• Equipped all live events with ASL interpretation and captioning, with clearer mechanisms for registrants to submit access needs

• Introduced a Harm Response Form at the start of all live offerings (e.g. classes, events, Core Curriculum cohort meetings)

• Raised more than $6,000 through the Equalizing Access Giving Circle to fund scholarships and comped memberships

Culture and
Membership

• Surveyed members to assess interest in affinity spaces and identified priorities for future gatherings

• Curated conflict resources to support members in developing skills and fostering a culture that views conflict as generative

Programs

• Offer public programs with a focus on combating various forms of oppression, with an increasingly intersectional analysis

• Offer at least 25 scholarships (full and partial options) to each live training series, and develop an updated tiered pricing structure for all programs with solidarity assessments

• Ensure more than half of all faculty and event facilitators are people of color and representative of other historically marginalized communities, including the forthcoming Transformative Mental Health Core Curriculum

• Partner with QTBIPOC organizations on at least one co-hosted training, event, or panel, and continue to amplify relevant offerings within our wider ecosystem

Leadership

• Develop and uplift diverse leadership in all parts of IDHA, including staff, Board, committees, and membership at large

• Train staff in advanced conflict analysis and facilitation skills that support the creation of safe(r) spaces throughout IDHA

• Host a two-part anti-racism training open to members, staff, and Board

Operations and
Access

• Equip all IDHA events with ASL interpretation and captioning, responsive to access needs submitted by registrants

• Integrate a harm response process into all programs, whereby folks can report harm that is directly tied to IDHA that they would like our team to address

• Continue to fundraise specifically for scholarships and access support

• Conduct an audit of IDHA’s website and social media presence for overall accessibility

Culture and
Membership

• Operationalize affinity groups as spaces where members from similar racial backgrounds can share their experiences, feelings, and struggles in grappling with systemic, interpersonal, and internalized racism as it relates to mental health

• Create a conflict toolkit and resource for IDHA members to further develop a culture of seeing conflict as generative

Programs

• All of our trainings, events, and movement-building panel conversations integrated a cross-cutting, intersectional, anti-oppression lens

• We offered 48 scholarships to our Cultivating Community series (spring 2022)

• More than half of the faculty who taught with us in 2022 identify as people of color, bringing a wealth of knowledge informed by their identities and experiences

• We deepened partnerships with existing QTBIPOC-led organizations, and nurtured relationships with new groups, including through boosting relevant offerings via IDHA’s movement calendar

Leadership

• We developed more diverse leadership on IDHA’s staff team (hiring a Program Coordinator and Membership & Community Engagement Associate), as well as within organizing committees

• Our Director and Board Chair participated in a Harm Systems Design Retreat facilitated by TJ collective Spring Up

• We continued to develop, on an ongoing basis, an organizational accountability policy that bridges transformative justice values with the realities of being a non-profit organization

• During our staff and Board retreat, we mapped IDHA’s progress on the continuum of becoming a multicultural, anti-racist organization, which informed 2023 commitments

• We developed a plan for a two-part anti-racism training for IDHA’s membership community

Operations and
Access

• We made the use of image descriptions across social media channels more consistent

• We streamlined the inclusion access needs upon RSVP/registration for all IDHA spaces, including membership gatherings

• We hired consultants and contractors (e.g. for graphic design, video editing) who hold historically marginalized identities

• We launched the Equalizing Access Giving Circle, a fundraising vehicle that calls in members of our community to help fund scholarships and subsidize memberships

Culture and
Membership

• We engaged in “power mapping” exercises within IDHA committees, and created intentional opportunities to reflect on how identity and power shape group organizing, and build intimacy among members

• We developed a plan to operationalize affinity groups within IDHA membership in 2023

• We hosted a live training, Holding Difference, that introduced TJ basics, and adapted it into a self-paced format

Programs

• Integrate a lens of mental health and systems of oppression across all programmatic offerings

• Offer at least 25 scholarship positions each training semester

• Ensure a majority of our faculty are POC each semester, uplifting a diversity of knowledge and wisdom from communities most impacted by the mental health system

• Nurture and deepen partnerships with select queer and POC-led organizations through participation in partner networks, boosting their offerings, and co-hosting events

Leadership

• Further develop POC leadership on IDHA’s staff

• Leadership to participate in organizational accountability/harms system design training

• Finalize a transformative justice/organizational accountability policy

• Host annual anti-racism training for our wider community, building on a foundation laid in previous years

• Map IDHA’s progress on the continuum of becoming a multicultural, anti-racist organization, identifying 2023 commitments

Operations and
Access

• Further streamline the use of image descriptions on social media posts, and access needs in meetings

• Prioritize partnering with consultants and contractors with historically marginalized identities

• Launch a community fundraising campaign with a focus on wealth redistribution to fund scholarships and access support

Culture and
Membership

• Facilitate “power mapping” exercises within IDHA membership and working groups to build intimacy, reflect on group dynamics, and help build “safer” spaces

• Host affinity groups as spaces for members to reflect on identity and privilege

• Provide training or resources for IDHA members on TJ basics

Programs

• We deepened relationships with queer and POC-led organizations, organizations working in the decarceral and anti-oppression space, and organizations based outside the Global North

• We gave away 47 scholarships to our spring and fall training series

• All program offerings had an explicit or cross-cutting focus on the intersections of mental health and systems of oppression

• We continued the Decarcerating Care series with 2 more installments, foregrounding the voices of individuals with lived experience at the intersections of anti-racism and de-institutionalization

• More than 70% of our faculty were POC

Leadership and
Operations

• We developed POC leadership within IDHA membership and working groups

• IDHA staff, board, and core organizers underwent a 2-part anti-racist training

• We hosted Sins Invalid for a 2-part Disability Justice training with our staff, board, and core organizers

• We offered ASL + CART for all live training series, and systematized using visual descriptions for all facilitators

• We foregrounded accessibility in fundraising efforts, receiving a grant that helped support access costs

Culture and
Membership

• We began to build out a plan for IDHA member affinity groups

• We hosted a “tech pop-up skill share” for members to help bridge tech divides in our community

• We sent out surveys to the membership to surface challenges and learnings with our membership platforms and processes, adjusting to increase accessibility

Programs

• Ensure at least 50% of our trainings and events have a discrete focus on anti-oppression and anti-racism

• Ensure 50% or more of faculty are POC each semester

• Continue to forge partnerships with queer and POC organizations

Leadership and
operations

• Develop and support POC leadership within IDHA

• Double down on our commitment to accessibility, expanding ASL + CART in trainings and events, and updating our website's accessibility

• Staff and core organizers will participate in Disability Justice training

• Center anti-oppression and accessibility as key fundraising priorities

Culture and
membership

• Create spaces for IDHA members to reflect on identity and privilege

• Address technology divides within our community through pop-up training and resources

• Strengthen and iterate upon membership processes to ensure they are working for everyone

Programs

• We began to forge relationships with queer and POC-led organizations

• We broadened our scholarship process to enable more accessible applications methods

• 4 out of 6 of our trainings explicitly addressed the intersections of mental health, systems of oppression, and anti-racism

• We organized 2 panel events that foregrounded the voices of individuals with lived experience at the intersections of anti-racism, the criminal justice system, and de-institutionalization

• More than 50% of our faculty were POC

Leadership and
operations

• We committed to annual anti-racist training for IDHA staff and Board

• IDHA staff and core organizers underwent a 3-part anti-racist training in the summer

• IDHA leadership are receiving ongoing anti-racist supervision from an expert trainer

• We began offering ASL interpretation and closed captions for our public programs

Culture and
membership

• We built out an inclusive membership process to provide spaces for new voices