The Leonard W. Smith Mental Health Hero Award honors the spirit of a leader who believed in service, compassion and the power of stepping back to renew one’s purpose. It is given to those who show extraordinary commitment to caring for others while navigating the complex realities of community mental health.
“The Leonard W. Smith Mental Health Hero Award is about honoring the leaders who give so much of themselves,” says Andrea Cole, president and CEO of the Ethel and James Flinn Foundation. “We want to create the space for them to rest, to reflect and to return to their work with renewed energy. Their commitment fuels hope across our region.”
This year’s four honorees reflect the depth, diversity and creativity of mental health work in our community. Though they serve different populations and lead very different organizations, their shared focus is unmistakable. Each is building a more connected, compassionate and culturally responsive mental health system. Their stories illustrate how hope, healing and dignity take shape in real lives every day.
Judson Center president and CEO Lenora Hardy-Foster has spent her career showing what whole-person care can make possible. Under her leadership, Judson Center expanded its integrated care model, connecting primary care, behavioral health and substance use treatment so families can access coordinated support in one place. Her journey from Southwest Solutions to Judson reflects decades of purposeful leadership rooted in faith, gratitude and service to families across southeast Michigan.
For Kalimah Johnson, founder and executive director of the SASHA Center, healing begins with culture, community and truth telling. A poet and clinical social worker, she has reshaped sexual assault support for Black women and girls by weaving literary arts and culturally specific practices into trauma-informed care. Her work has become a nationally recognized model for helping survivors reclaim voice, identity and joy.
Vincent Tilford, president and CEO of Hannan Center, champions dignity and visibility for older adults. He views aging as a social justice issue and works to reduce isolation while expanding opportunities for creative expression, community connection and mental well-being. Through his leadership, Hannan Center helps older adults stay engaged, build friendships and feel recognized as vital members of the community.
At MiSide Health, executive director James Ebaugh leads with a deep belief in coordinated care and the power of hope. His early work in street outreach and crisis response taught him how trauma, housing instability and mental health intersect in people’s lives. Today, he helps guide a behavioral health system designed to meet people where they are and surround them with stability and support. His leadership reflects a simple but profound truth: everyone deserves someone who will hold hope for them until they’re able to hold it themselves.
Together, these four leaders represent the many ways mental health heroes show up in southeast Michigan: through integrated clinical services, culturally rooted healing, creative aging programs and the coordination of housing and behavioral health supports. Each honoree works within systems that are often stretched, yet they continue to innovate, collaborate and advocate for those they serve.
“Our Mental Health Heroes are leaders who transform not only organizations, but lives,” says Cole. “Their work lifts up families, strengthens communities and moves the entire mental health system forward. We are proud to honor their impact and their vision.”
The Flinn Foundation is honored to recognize these four leaders in 2025. Their steadfast commitment, creativity and belief in the potential of every person exemplify the values Leonard W. Smith held dear. As they take time to reflect and renew, the Foundation celebrates not only what they have accomplished, but the possibility of all that lies ahead.
Learn more about the Leonard W. Smith Mental Health Hero Award and the Ethel and James Flinn Foundation.
As a 2025 recipient of the Leonard W. Smith Mental Health Hero Award from the Ethel and James Flinn Foundation, James Ebaugh, executive director at MiSide Health, is reflecting on his journey and preparing for a dedicated period of rest and renewal.
We caught up with him to talk about the recognition, his path and how he hopes to use his time away to strengthen both his organization and the region he serves.
Q: How did your work in mental health begin?
A: My path started in the classroom. I taught third, fourth and fifth grade and spent a lot of time one on one with kids who were struggling. Many were dealing with challenges at home, including mental health or housing instability. I realized the issues I cared about most weren’t just academic. They were emotional, relational and systemic. That led me back to school to get my MSW, and from then on, I was committed to mental health work.
Q: You’ve worked across several community organizations, including homelessness services and behavioral health. How did those roles shape your leadership?
A: My first job after earning my MSW was with Southwest Counseling Solutions, now MiSide Health. I worked in the homeless recovery services program doing clinical work, street outreach and crisis intervention. It was intense and humbling. I met people with complex trauma histories and learned how much housing and mental health are connected. You can’t stabilize your mental health if you don’t know where you’re sleeping that night.
Later, I moved into leadership roles managing housing programs and eventually directing the entire homeless recovery division. Those experiences helped me understand the bigger systems at play, including funding and partnerships, and how important it is to advocate for people who don’t always have a voice.
Q: What do you see as the biggest mental health challenges facing people in southeast Michigan?
A: Access is a big one, but so is fragmentation. People need housing support, clinical care, employment help or case management, but they often have to go to different places to get those things. When services aren’t coordinated, people fall through the cracks. We’ve seen improvements in how behavioral health providers, housing organizations and community agencies work together, but there is still a long way to go.
Another challenge is trauma. So many people we serve are carrying layers of it — childhood trauma, violence, homelessness, generational poverty. Trauma affects how people cope, how they trust and how they build relationships. Healing takes time and consistency.
Q: You often talk about the importance of hope. What does that mean in your work?
A: Hope is such a big part of what we do. When people come to us, they’re often worn down or overwhelmed, and they may not be able to see possibilities for themselves. Part of our job is to hold that hope until they can. When someone feels believed in, when they feel like someone is standing with them, it can shift how they see their future. I’ve had people come back years later and say that what made a difference was knowing someone was in their corner.
Q: You mentioned that funding is shifting in ways that affect your work. How are you approaching those challenges?
A: A lot of the funding that supported community mental health and housing over the last few years is going away. The dollars aren’t stretching as far and the needs haven’t decreased. We also don’t yet know what the new administration’s priorities will be. That creates uncertainty.
What I try to do is come back to the basics: look at what the community needs, look at what resources we have and figure out how to bridge that gap. That’s the challenge, but it’s also the work. I’ve always liked trying to solve problems and find creative ways to meet needs, even when the funding landscape shifts. It forces us to think differently and build stronger partnerships. You can’t control the environment, but you can respond to it in a thoughtful way.
Q: What does the Leonard W. Smith Mental Health Hero Award mean to you?
A: It’s a huge honor. I see it as recognition of the work our whole team does, not just me. Our staff are passionate, dedicated and incredibly talented. They show up for people every day, even when the work is hard. This award also reminded me how important it is to pause and reflect. Leadership can feel nonstop, and having structured time to step back is a real gift.
Q: How do you plan to use your time away?
A: I want to focus on wellness and reflection. I’m hoping to attend a men’s health retreat in California and spend time in nature. I’m planning a sweat lodge experience and want to visit hot springs in New Mexico as a form of healing and grounding. I’d also love to spend time with Navajo educators at a community school to learn how they integrate culture, identity and mental health into daily life. And if I can make it happen, I want to take a long-dreamed-of trip to Australia. More than anything, I want to come back centered and energized for the work ahead.
Learn more about Jamie Ebaugh and MiSide Health. Find out about the Leonard W. Smith Mental Health Hero Award and the Ethel and James Flinn Foundation.
The spark that became the SASHA Center started with a dream. After years of witnessing how Black women and girls experienced sexual assault response in Detroit, Kalimah Johnson knew something different was needed. That commitment to culturally rooted, community centered healing is part of what led to her being named a 2025 Leonard W. Smith Mental Health Hero by the Ethel and James Flinn Foundation.
One night, after a long month of reflection and frustration, she heard a quiet voice telling her to start her own support organization and name it SASHA. By morning, the acronym had flowed through her fingertips: Sexual Assault Services for Holistic Healing and Awareness. Fifteen years later, the SASHA Center is a nationally recognized model for culturally specific, trauma informed care rooted in community, literary arts and truth telling.
We sat down with Kalimah to learn what this award means to her, how she approaches healing and culture, and why rest is such an essential part of her work.
Q: How did you feel when you learned you were receiving this award?
A: I was completely shocked. I hadn’t heard of the award, so when I got the call, I was in the middle of rethinking our programming because we had just learned some government funding was ending. Then this news came. My next feeling was overwhelming gratitude. I felt seen. It felt timely for me as an executive director and as a scholar. And I had to ask myself, When was the last time you took a break? The tears came. I was moved.
Q: You have a rich and unusual background. How did your journey lead you into this work?
A: I started out as a rapper, one of the first female rappers on wax in Detroit. I opened for big acts and signed a local record deal. When rap took a turn in the late 80s and early 90s, I didn’t feel aligned with the content anymore. I had always been a poet, so I rooted myself in the Detroit poetry community. I became the city’s Slam Master and poet in residence at the Detroit Symphony Orchestra. At the same time, I was also a full time clinical social worker. Art and healing have always been connected for me.
Q: How does poetry inform your work with survivors of sexual assault?
A: Poetry is everywhere in the SASHA Center. In the beginning, Detroit poets were essential to our growth. They served on my board, decorated our spaces and performed at our fundraisers, helping lay the cultural foundation for who we have become. Clinically, poetry helps people integrate the traumatic experience of sexual assault. We use bibliotherapy, close reading and writing as healing tools. Our weekly online program, Healing Is LIT, stands for literature igniting truth. People immerse themselves in the writings of Black women poets, which helps them reconnect with voice, identity and joy.
Q: What led you to create the SASHA Center?
A: I worked for years as a therapist in the Detroit Police Department’s Rape Counseling Center. I saw a lack of urgency for Black women and girls who came in after an assault. I raised concerns and tried to get answers, but it didn’t change. Later, when the rape kit backlog was discovered and most of the untested kits belonged to Black women, it confirmed what I had felt. That broke my heart.
I then worked as a consultant for the Michigan Coalition to End Domestic and Sexual Violence, helping mainstream programs understand culturally specific care. One night, after a difficult month, I dreamt I should start my own agency. By morning, SASHA had its name, its purpose and its focus on centering the lived experiences of Black women and girls.
Q: What makes the SASHA Center’s approach unique?
A: We center Black women’s lived experiences while welcoming anyone who wants to join our groups. Our work is grounded in the belief that culture can heal and that history shapes how we care for one another. Our support groups are intergenerational, culturally rooted and trauma informed. Conversations include racism, reproductive injustice, systemic harm and the realities Black women face in this country. People bring their whole selves into the room. Our role is to create a soft place for them to land and to ask, not why Black women aren’t healing, but how they have been healing all along and who has paid attention.
Q: You also work nationally with sports leagues. How does that connect to mental health?
A: Through my consulting practice, I’ve spent nearly 15 years as the lead consultant on relationship safety and management for the NBA. I work with players on consent, boundaries, values and healthy relationships. I also advise when a player has been accused of or involved in domestic or sexual violence. It’s mental health work because relationships, safety and emotional understanding affect performance and well being. I’ve done similar work with the NFL, MLB, the NHL, the WNBA, the G League and NCAA programs. It’s all about prevention, education and accountability.
Q: What are your plans for the time away that comes with this award?
A: I’m working on my PhD in English literature at Wayne State. I’ve finished all my coursework and exams. Now I need to write my prospectus. I want to write in places that matter. I want to spend time in New Orleans because of its deep culture. I want to go to Ghana, West Africa, to write and reflect. And I want to go to Kentucky, near the home of my friend Betty Wooten, who is a descendant of the family that owned my family when they were enslaved. Her home has become a place where I’ve found rest, healing and ancestral connection. The writing I’ll do in these places, drawing on the words of Black women poets from Detroit, will be a gift to the city and also a gift to myself, my clients, my staff and anyone who engages with this work.
Q: Why is rest such an important part of this award?
A: We live in a world that values us based on productivity, but you can’t pour from an empty cup. Rest is healing. Rest is resistance. This award forces us, in a good way, to center ourselves, reset and honor our bodies and spirits. Social workers often push past exhaustion because we care so deeply for others. I’ve been doing this work for 30 years and have never been given the chance to take this kind of break. It will make me a stronger leader, poet and healer.
Q: What do you most want people to know?
A: That healing is possible. That resting is necessary. And that everyone deserves a soft place to land.
Learn more about Kalimah Johnson and the SASHA Center. Find out about the Leonard W. Smith Mental Health Hero Award and the Ethel and James Flinn Foundation.
For more than four decades, Lenora Hardy-Foster has dedicated her life to strengthening families and communities across southeast Michigan. Today, as president and CEO of Judson Center, she leads an organization that has grown in reach, impact and innovation under her tenure — from expanding autism services to implementing integrated care models that serve the whole person. Her leadership is grounded in gratitude, faith and a deep belief in developing others.
Being named a 2025 Leonard W. Smith Mental Health Hero brought her back to the beginning of her journey and affirmed the purpose that has guided her ever since. We sat down with Lenora to learn what this recognition means to her and how she reflects on a remarkable career in service.
Q: What does it mean to you to receive this award?
A: I am truly honored. Any time you’re recognized for the work you’ve done and the impact you’ve made in the community, it’s extremely rewarding. It made me reflect on my life — I’ve been devoted to the nonprofit sector for over 40 years. I never expected this to be my career path, but making a difference in the lives of children, adults and families has always brought me deep gratification. To know that others see that and believe I’ve made an impact means so much.
Q: You have such a compelling journey into this work. How did it begin?
A: I was born and raised in Selma, Alabama, and came to Detroit for school. I earned both my undergraduate and MBA from the University of Detroit. My plan — and you can probably hear the southern girl in me — was to work at Ford headquarters. That was my dream! But while I was in school, I started working for Southwest Solutions (now MiSide). That’s where I found my purpose. The work we did there showed me how meaningful it is to help someone move forward in life, no matter their challenges. I knew then that this was the path God had for me.
Q: You spent 36 years at Southwest Solutions. What did that experience teach you?
A: Everything. Because it was an affiliation of multiple nonprofit and for-profit entities, I learned across the board: mental health services, financial literacy, housing development, business operations. It gave me a platform to expand my knowledge in ways I never would have within a single corporate division. And working under (former president and CEO of Southwest Solutions) John Van Camp taught me how to be a leader, how to think strategically, how to be a visionary, how to think outside the box. He was one of the greatest leaders I’ve ever known.
Q: What ultimately led you to Judson Center?
A: Honestly, I wasn’t looking to leave. I loved where I was. But one day I got a call: “Judson Center is searching for a president and CEO, and we’ve been watching you.” I couldn’t believe it. I still wasn’t convinced at first. But I thought, What do I have to lose? I went through the interview process and three weeks later, I was hired. I started on March 1, 2016, and I’m coming up on 10 years here.
Q: When you look at Judson Center today, what accomplishments stand out?
A: We’ve grown significantly. When I started, we were in three counties — now we’re in six, with one statewide contract. We had one autism location; today we have five. And leading Judson Center through the implementation of integrated care has been one of the greatest achievements of my career. To bring behavioral health, primary care and substance use disorder treatment together — that’s the future of mental health. People with a mental health diagnosis often experience significant physical health challenges that go untreated. Integrating care gives them a better chance at a healthier, longer life.
Q: This award includes two months of time away — a rare gift for a CEO. How does that feel?
A: Wonderful! I’m a workaholic — always have been. I love what I do, but I don’t take time off easily. This award says: You must step away. You must relax, renew, find joy outside of work. That is such a blessing. My husband and I have been married 42 years; he’s retired now and spends a lot of time serving in our church. I want to use this time to be with him and to enjoy life. Traveling to Africa is at the top of my list. I also love Aruba. Or maybe we’ll rent a home in Florida for six weeks during the winter. I’m excited to experience life in a different way.
Q: How will stepping away support your organization and your team?
A: Succession planning is something I strongly believe in. I presented it during my interview for this job, and the board loved that. I think every organization — nonprofit or for-profit — should have both a short- and long-term plan for the “what if” scenarios. Over the years, I’ve worked hard to build a strong executive leadership team. I have six C-suite direct reports, and they all have exceptional strengths. There is one individual who will serve as interim CEO, and the full team will step up around them. They support one another, they communicate well and they rise to the occasion. A great leader develops other leaders — that’s something I believe deeply.
Q: What else would you like people to know about your journey?
A: Life has truly come full circle for me. I started my education at University of Detroit, and today I’m the chair of the board for the University of Detroit Mercy Business College. I’ve served on many boards — Michigan Federation for Children and Families, Encompass Michigan, Hannan Center and others. My faith and my church keep me grounded. When I look at my journey — the achievements, the service, the people I’ve met — I feel very grateful. This award is an incredible honor and a blessing.
Learn more about Lenora Hardy-Foster and the Judson Center. Find out about the Leonard W. Smith Mental Health Hero Award and the Ethel and James Flinn Foundation.
Vincent Tilford’s path to serving older adults began decades ago, when he was working in community development and visited rural communities in Arkansas. There, he witnessed firsthand how isolation, limited access to services and the weight of poverty shaped the lives of older adults.
Those early experiences, combined with a career that spanned banking, affordable housing, philanthropy and nonprofit leadership, would eventually guide him toward his life’s work. Today, his leadership at Hannan Center reflects a clear belief that connection is essential to well being, especially as people age.
As a 2025 recipient of the Leonard W. Smith Mental Health Hero Award from the Ethel and James Flinn Foundation, Vincent is reflecting on his journey and preparing for a dedicated period of rest and renewal. We caught up with him to talk about the recognition, his path and how he hopes to use his time away to strengthen both his organization and the region he serves.
Q: How did you feel when you learned you were receiving this award?
A: It was a complete surprise. At first, I honestly thought I was being invited to serve on a committee. When I found out I’d been selected, I felt deep gratitude. It made me think about my career, the people I’ve served and how important this work is. I also immediately thought of my staff. They’re incredibly dedicated, and I want to make sure this time away will be meaningful for them too.
Q: What shaped your early interest in serving older adults?
A: My interest started when I was younger and working in community development. I visited rural areas in Arkansas where older adults were living in deep poverty, often alone and without access to transportation or care. I saw how isolation affected their health. We know today that isolation can be as damaging as smoking or unhealthy eating. I understood then that people suffer not only from a lack of resources but from a lack of connection. That stayed with me throughout my career.
Q: You worked in several sectors before you landed at the Hannan Center. How did those experiences prepare you for your current role?
A: My career has been anything but linear. I started in banking, then moved into affordable housing, community development and later philanthropy. In each role, I learned how systems impact the daily lives of individuals and families. I worked with communities in Little Rock and St. Louis and saw how access, opportunity and dignity shape people’s well being. When I came to Hannan, everything clicked. All those experiences helped me understand how to build programs and partnerships that support older adults in meaningful ways.
Q: What do you see as the biggest challenges for older adults in southeast Michigan?
A: One of the biggest challenges is invisibility. Older adults contribute so much to our region, yet they’re often left out of policy decisions, planning and public conversations. Ageism plays a huge role in that. We also have major gaps in transportation, housing and health care. Many older adults don’t see themselves reflected in the systems designed to serve them. When people feel invisible, their mental health suffers. Everyone deserves to feel valued and connected, especially as they age.
Q: Hannan Center is known for its creative aging programs. How do the arts support mental health for older adults?
A: The arts are transformative. When older adults take a writing class, join a choir or learn a new skill, they aren’t just creating art. They’re building confidence, reducing isolation and forming friendships. Creative aging is about dignity and engagement. It’s about supporting people as they continue to grow, discover new talents and share their stories.
Q: You say that at some point, everyone is in a caregiving role, and many of us are unprepared. What do people need to know?
A: Caregiving is hard work. It’s emotional, it’s physical and it can be overwhelming. A lot of caregivers feel guilty asking for help or they feel like they’re failing if they can’t do everything themselves. That’s not true. No one should have to do this alone. At Hannan, we help caregivers understand what’s available to them and we remind them that they deserve support too. When caregivers feel seen and supported, their mental health improves, and that has a direct impact on the people they care for.
Q: What does the Leonard W. Smith Mental Health Hero Award mean for you and your leadership team?
A: It reinforces the importance of what we do and gives my team an opportunity to grow. I have a strong leadership team and I trust them. This time away won’t just be about my own renewal. It will give others room to step forward, take on new challenges and build their confidence. Succession planning is always on my mind, and this award gives us a chance to put that into practice.
Q: How do you plan to use your time away?
A: I plan to rest, reflect and write. I’ve been working on a book about caregiving for a long time, and this is an opportunity to make real progress. I also want to explore how emerging technologies like artificial intelligence can strengthen nonprofits. There’s potential to make services more efficient and more responsive to the needs of older adults. Taking time away will give me the space to think creatively about the future of Hannan and what’s possible for our region.
Q: What do you most want people to know about aging and mental health?
A: That aging is not something to fear. It’s a chapter of life that deserves the same attention, dignity and support as any other. Mental health is part of that. When older adults feel connected, respected and valued, their quality of life improves. Everyone has a role to play in making that happen.
Learn more about Vincent Tilford and the Hannan Center. Find out about the Leonard W. Smith Mental Health Hero Award and the Ethel and James Flinn Foundation.
While 911 remains the default for emergency response, 988, the national mental health crisis line, has yet to achieve the same level of public awareness or systemic integration. In Michigan, where an estimated 15–20% of the state’s 15 million annual 911 calls involve mental health concerns, too many crises are still met with law enforcement response rather than clinical care.
A new initiative from the Wayne State University School of Social Work Center for Behavioral Health and Justice aims to change that. By training 911 dispatchers, connecting emergency systems and mapping local response resources, this effort targets what Sheryl Kubiak, Ph.D., Dean of the Wayne State University School of Social Work and Founding Director of the Center for Behavioral Health and Justice, calls “point zero” in the criminal legal continuum: the first moment a behavioral health crisis comes to light.
When someone experiences a mental health crisis and calls 911, they are immediately routed into a system designed for emergencies — but not necessarily the right kind.
“Many times mental health gets categorized as bad behavior and law enforcement goes out,” says Kubiak. “We don’t have an emergency center. We don’t have a crisis center. We have the emergency room, where [an officer] might have to sit for eight hours with the person. Or the jail, where they can just drop them off.”
This type of call often becomes the entry point into what the Center for Behavioral Health and Justice refers to as the criminal legal continuum — a progression of justice system involvement that begins at the moment of crisis and continues through jail, court, prison and probation or parole. While the Center has long worked to divert individuals at various stages along that continuum, including jail intake and reentry, this new initiative shifts the focus further upstream.
“Crisis work is point zero,” Kubiak says. “That’s the part where you start that continuum.”
Even when a dispatcher recognizes that mental health may be involved, there are few tools to guide next steps. Without alternative crisis response options, the person may be taken to jail — starting a cycle of system involvement that could have been avoided with the right intervention at the outset.
To reshape how communities respond to behavioral health emergencies, the Center for Behavioral Health and Justice is launching a multi-phase initiative that begins with the people who answer the calls: 911 dispatchers.
“Our first phase is we’re employing folks that have experience with both law enforcement and mental health to help us write training for 911,” says Kubiak. The training will help dispatchers recognize signs of a mental health crisis and code those calls accordingly, enabling more informed triage and response decisions.
In the pilot phase, the Center for Behavioral Health and Justice will implement this training in four to six Michigan counties, selected based on geography, population density and the availability of 24/7 crisis services. Urban areas include Detroit, Grand Rapids, Kalamazoo and Ingham County. Two rural counties are still being finalized.
“We’ve chosen all areas that currently have a crisis response that’s available 24/7 or some mechanism is available 24/7,” Kubiak explains.
But training alone isn’t enough. That’s why the initiative also includes on-the-ground support to evaluate how dispatchers are currently coding calls, assess technology needs and work with community partners to map available response resources. The goal is to develop a clear, locally relevant pathway for each type of behavioral health emergency — from transferring a call to 988 to deploying a mobile crisis team, or in more complex cases, sending a co-response unit with both law enforcement and a clinician.
The crisis response initiative is designed for long-term transformation. “We know that transformation takes time,” says Kubiak. The hope is to demonstrate effectiveness at the local level, then build momentum for statewide adoption — including regulatory changes that could make behavioral health triage a standard part of emergency response across Michigan.
The project is supported by a network of funders and partners who are aligned around this vision. Alongside local funders like the Ethel and James Flinn Foundation and the Michigan Health Endowment Fund, national organizations such as Blue Meridian Partners and Pew Charitable Trusts are providing critical support. The Michigan Mental Health Diversion Council is funding the development of the 911 training program, while the state’s Crisis Services team at MDHHS is collaborating on broader integration strategies, including rural adaptations and public awareness of 988.
Rural counties, in particular, present unique challenges due to distance, staffing limitations, and lack of physical infrastructure. The Center for Behavioral Health and Justice is working closely with MDHHS on a rural crisis project led by Krista Hauserman to explore innovative solutions. “Some are using mobile — like FaceTime, if you will — to talk to a clinician,” Kubiak says. Others are embedding behavioral health staff in local hospitals or tapping into regional crisis hubs to fill service gaps.
Ultimately, this effort is about working smarter with the resources communities already have. “If we need law enforcement to protect us and to keep us safe, we want to make sure that their resources aren’t taken for sitting in emergency rooms for eight hours,” Kubiak says. “Let’s get people in the right spaces. Let’s get people using our resources synergistically and efficiently.”
Changing the trajectory of a crisis doesn’t happen with one call — it takes a system designed to recognize the moment and respond appropriately. By centering behavioral health at “point zero” of emergency response, the Center for Behavioral Health and Justice is advancing a long-overdue shift. Through collaboration, training and community mapping, this work brings us closer to a future where behavioral health needs are met with support, not incarceration.
Learn more about the work of the Ethel and James Flinn Foundation at flinnfoundation.org.
The Detroit-based Ethel and James Flinn Foundation has announced its 2025 grants. This year, the Board of Trustees awarded 60 grants totaling $3.0 million to mental health organizations across southeast Michigan.
With the goal of increasing access to effective mental health treatment for as many individuals as possible, these grants will support efforts in the following categories: Evidence-Based Practices, Capacity Building Opportunities, and Awareness, Education and Outreach Mini-Grants programs.
“We are proud to support our grantees’ efforts to expand services and strengthen our mental health system,” says Andrea Cole, President and CEO of the Ethel and James Flinn Foundation. “Our investment in their work is an investment in healthier individuals, stronger families and more resilient communities.”
Grantees are listed below.
To develop clear and equitable paths into the mental health system for all.
To train physicians to treat alcohol use disorders by implementing screening, brief intervention, and referral to treatment (SBIRT).
To identify Veterans at risk of suicide and connect them with services by implementing Zero Suicide Program.
To develop a Dialectal Behavioral Therapy model for case management and behavioral health clients.
To establish a behavioral health urgent care center to expand continuum of care in Oakland County.
To provide evidence-based Substance Use Disorder, Behavioral Health and Women’s Specialty treatments for 350 mothers and adults.
To provide culturally competent mental health program adapted to meet the needs of immigrant and refugee women.
To support trauma-informed behavioral health for Detroit youth and their young children experiencing homelessness.
To implement summer support to ensure year-round care for children in school-based mental health services.
To pilot “Our Early Years” Infant Mental Health Program in Oakland County.
To implement a program that mitigates effects of trauma among Detroit Hispanic and African American youth.
To divert at-risk youth and assist adjudicated youth through interactive journaling.
To provide peer support services for young people.
To screen and treat co-occurring trauma, depression and substance use among justice-involved adolescent males.
To enhance children’s mental health with evidence-based practices.
To strengthen capacity to sustain and grow culturally grounded behavioral health services.
To provide behavioral health services and advocacy support for youth.
To provide immediate, effective, and comprehensive employment services to people recently released from incarceration in Michigan.
To expand access to mental health services for youth using an evidence-based Habilitation Empowerment Accountability Therapy curriculum.
To develop substance-use disorder interventions and prevention programs impacting students and families.
To support team training, certification, and retention in evidenced-based approaches for working with youth experiencing homelessness.
To embed a licensed therapist to deliver trauma-informed mental health care for violence-impacted youth.
To offer onsite, evidence-based group and individual therapy to survivors of extreme trauma.
To implement an integrated intake, records, billing system, and evaluation system.
To offer same-day walk-in behavioral health treatment to eliminate appointment barriers and streamline processes.
To expand direct mental health counseling to children with diagnosed disorders.
To enhance EHR systems to expand access, improve care, and support better outcomes.
To enhance behavioral healthcare access and improve efficiency by integrating technology and training clinicians.
To provide mental health support to people who have been wrongfully convicted.
To develop system dynamics model for adolescent mental health services in Washtenaw County.
To expand the Peer Support Program for residential treatment clients.
To co-locate integrated behavioral health hubs at four Brilliant Detroit sites.
To provide Dialectical Behavior Therapy Training for 165+ direct-care staff in residential treatment settings.
For general operating support. ACMH provides advocacy support for individual children and their families across Michigan by focusing on activities to enhance the system of services which address the needs of children with serious emotional disorders.
For general operating support. AAoM is an advocacy organization focused on addressing treatment, access and support for individuals and families living with Autism Spectrum Disorder.
For general operating support. Kevin’s Song is an advocacy organization that brings families, providers, and policymakers together to learn and share evidence-based practices to prevent suicides.
For general operating support. MHAM is the state’s oldest nonprofit organization concerned with mental illness and is the leading policy and research advocate.
For general operating support. Michigan’s Children bolsters the public policy research advocacy capacity of mental health services providers, and youth and families who receive mental health services.
For general operating support. Located in southeast Michigan, NAMI Metro’s constituent members cover the Foundation’s geographic focus of Wayne, Oakland and Macomb County.
For general operating support. NAMI Michigan and its statewide affiliates advocate at the state level for persons affected by mental illness and serve as a leading proponent on consumer and family involvement in care, treatment, and recovery. NAMI Michigan helps to strengthen local affiliates to provide support within their communities.
For general operating support. Located in southeast Michigan, NAMI Washtenaw County constituent members cover the Foundation’s geographic focus of Washtenaw County.
To support a rehabilitative model for addressing substance use disorders in Washtenaw County Jail.
To educate and support families recovering from domestic violence and related trauma.
To educate staff on best practices in behavioral health, person-centered planning, and employment support and to enhance community outreach.
To empower at-risk youth with tools to prevent violence and build peace leadership.
To provide addiction and mental health resources accessible, free, and faith based.
To promote healthier outcomes and reduce maternal mortality rates through mental health education and advocacy.
To support group co-facilitated education on breastfeeding and mental health to community members.
To provide a listening ear, books, resources, and therapist referrals to community.
To support youth with wellness kits and mental health education.
To support peer-led outreach promoting mental health education, recovery support, and stigma reduction in Western Wayne County.
To promote mental wellness through a trauma-informed, animal-assisted education program that fosters emotional healing.
To support a community and school-based book club featuring an expert panel of local therapists and physicians.
To educate students about online safety and mental health in today’s digital world.
To support families and caregivers of individuals experiencing their first psychotic episode in Wayne County.
To support the Mental Health Co-Response Program, a public health-centered model to address behavioral health crises.
To create a sustainable, data-informed youth justice system in Wayne County that prioritizes services over incarceration through strong partnerships between the County, Court, community organizations, youth and families.
Learn more about the work of the Ethel and James Flinn Foundation at flinnfoundation.org.
In 2024, the Western Wayne Suicide Prevention Coalition shared ambitious plans to strengthen mental health support across nine Wayne County school districts. Today, the coalition has a new name, new energy, and measurable progress toward those goals.
Now known as the Hope Empowerment Coalition, the group’s refreshed identity reflects its mission to reduce stigma and instill optimism. “We want to empower schools, students, and communities,” says Brian Galdes, the coalition’s Suicide Prevention Coordinator. Galdes leads the effort through a partnership with GrowthWorks, the behavioral health agency that funds his role and provides long-term support for coalition initiatives.
One of the most significant developments is the launch of Students vs. Stigma, a new student council with representatives from each of the coalition’s 19 high schools. Students are designing their own leadership structure, creating a logo, and planning initiatives — including a large event at the end of 2025 that will bring together high schoolers from across the region.
The council will also serve as a vital link to the coalition’s adult steering committee, ensuring that student perspectives directly inform decisions. “Their conversations are impressive,” Galdes says. “They are smart, wise, and deeply committed to making change.”
Districts are now implementing Hope Squad and Be Nice, two evidence-based mental health awareness and suicide prevention programs. Supported by a three-year funding commitment from GrowthWorks, these programs train student leaders to recognize when peers may be struggling and guide them toward trusted adults and resources.
Another new focus is creating supportive systems for students returning to school after a mental health crisis. Schools, hospital emergency departments, residential treatment providers, and community agencies are working together to improve communication and ease transitions for students and families. The goal is to replace past gaps in coordination with seamless, compassionate support.
The coalition’s annual November conference again reached capacity, drawing about 450 participants — including educators and health professionals from districts outside the coalition. Interest is also growing at the state level: both the Michigan Department of Education and the Department of Health and Human Services are exploring ways to replicate the coalition model elsewhere.
Galdes emphasizes that progress will take time. “This is a marathon, not a sprint,” he says. “But we believe that by centering student voice, supporting schools, and bringing the community together, we can move the needle on youth mental health.”
The Hope Empowerment Coalition’s work illustrates how students, educators, health systems, and community partners can come together to build resilience — and to ensure young people know that hope is within reach.
If you or someone you know is struggling, help is available. Call or text 988 for the Suicide & Crisis Lifeline.
Learn more about the Hope Empowerment Coalition.