What did the Chambers do?

Governance:

• KBW formed a Wellbeing Committee which meets three times a year but operates an open channel of communication, so issues can be raised at any time.
• The committee includes a representative for the clerks. Chambers has appointed two Wellbeing Officers, one senior and one junior.
• The Wellbeing Committee has prepared an annual plan of action which has been incorporated into KBW’s annual business plan.

Wellbeing Policy:

• Wellbeing Officers as a point of contact for any wellbeing-related issues and a clear explanation regarding confidentiality;
• Provision of a mentor for each pupil;
• That a post box be placed in the library at KBW to allow for issues to be raised anonymously;
• Lines of communication between the Wellbeing Committee and the other Committees, i.e. Equality and Diversity and Pupillage Committees to ensure effective responses to specific issues.
• An acknowledgment that everyone needs to take holidays, and a commitment to avoiding judgment when holiday is requested (particularly for pupils).
• An acknowledgment that everyone can put their ‘out of office’ on between certain hours if they so wish, and this will not be judged negatively at KBW.
• A specific plan of action for ‘emergency cases’ whereby individuals are unexpectedly absent from work. For example, by adopting a channel of communication between a named “confidant” and Chambers.

• A separate document entitled ‘Responsibilities of the Wellbeing Officers’ clearly sets out the expectations regarding confidentiality, turnaround times (with a response to a wellbeing related issue expected within 24 hours), and the referral process.

Mental Health Training:

• The Head of Chambers, the Wellbeing Officers and the Chair attended Mental Health First Aid Training with a view to understanding how to identify and approach wellbeing matters.

Awareness Raising Events:

• KBW has organised and held seminars on Vicarious Trauma at KBW for all members of the North Eastern Circuit.
• Open discussion sessions are held to encourage everyone to identify any wellbeing-related concerns – separate events are held with barristers, clerks, and pupils to allow for specific issues to be raised without worry.
• A monthly drop-in wellbeing clinic has been established with one of the Wellbeing Committee members.

Other activities:

• KBW organises seasonal walks or activities at least three times per year to support chambers cohesion. In Autumn last year, KBW held a weekend picnic which was very well attended.

What were the results?

KBW has seen a tangible result from its promotion of wellbeing and openness. The Wellbeing Officers have been well utilised. Individuals have come forward to discuss long-standing issues which have been impacting upon their professional life. In all cases, the Wellbeing Officers have responded positively by making the appropriate referrals (e.g. counselling, or work assessment), setting up new strategies within KBW and, in one case, adopting an approach set out in Bar Council Guidance.

Tips

Dos

1. Hold a wellbeing introductory seminar for all individuals at Chambers. It shows presence, commitment to the cause and starts to change the impression that wellbeing is a flimsy concept with no practical application.
2. Do hold separate open discussion sessions with clerks, barristers and pupils to ensure their specific issues are raised from the outset without the worry of offending someone.
3. Do set up a monthly wellbeing drop-in clinic. If nothing else, it shows presence and serves as a reminder of the wellbeing initiative.

Don’ts

1. Don’t set the initial bar too high – a realistic early goal (e.g. a first draft of the core policy objectives) is both manageable and something that will naturally assist the development of the project into something more substantial.
2. Don’t be concerned about asking perceived competitors for help – this is not an area where people are cagey about sharing what they are doing, indeed quite the opposite is the case. We are fellow professionals and it is important that we support each other as one community.
3. Don’t underestimate how impactful even seemingly small changes can be. For example, a small gesture such as organising a regular weekly in-house lunch gathering can do a lot to improve cohesion and morale.