Trauma Informed Supervision the Power of Peer Leadership and Practical Supports for Veterans Services Staff Adriana RodriguezBaptiste LCSW Deputy Chief Programs and Clinical Practice ID: 747985
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Creative Solutions for Staff Retention: Trauma Informed Supervision, the Power of Peer Leadership and Practical Supports for Veterans’ Services Staff
Adriana Rodriguez-Baptiste, LCSW
Deputy Chief, Programs and Clinical Practice -
Jericho Project
Anne
Vandervort, CSW
Director
of Veteran Services, Eastern Division
-
Volunteers
of America Mid-States
Anyah Hoang, DPA
Director
of Veteran Services, Western Division
-
Volunteers
of America Mid-States
Adam Wawrynek, MBA
Regional Director, Veterans’ Services NYC
- Services for the
UnderServed
Slide2
Part 1: Trauma Informed Supervision Slide3
“Caring for Veterans who have been traumatized and are mentally ill is very draining work. We cannot function like a fast food restaurant. If I could maintain my own health and well-being and still do this work, I would certainly continue. It is such valuable and needed work”. —VHA Mental Health employee’s comment on the All Employee Survey (2012)Slide4
Trauma Informed Care
Realizes
the widespread impact of trauma and understands potential paths for
recovery
Recognizes
the signs and symptoms of trauma in clients, families, staff, and others involved with the systemResponds by fully integrating knowledge about trauma into policies, procedures, and practicesSeeks to actively resist re-traumatization."
Retrieved from samhsa.gov/nctic/trauma-interventions on May 23, 2018 Slide5
Staff Burnout
Vicarious Trauma
Normal, natural,
potential
effect of empathetic engagement with a traumatized person
Doing our job puts us at risk for secondary traumaCompassion FatigueEnergy that is expended must be replenished.
When you don’t renew, you become vulnerable to stress and burnout, impacting your ability to be effective in your
workSlide6
Rule of Thumb: You will know that are experiencing burnout because the coping skills that you would typically implement don’t “do the trick”
Finish every day and be done with it.
You have done what you could.
Some blunders and absurdities
no doubt have crept in;
forget them as soon as you can.Ralph Waldo EmersonSlide7
Signs of Burnout to Watch for:
Feeling emotionally drained
Nausea
Difficulty sleeping
Constantly fighting sicknesses (i.e. head colds, GI issues)
Feeling alienated and ostracized by colleagues and bosses
Feeling constantly underappreciated
Feeling you are not personally achieving your best and regularly “phoning it in.”
Absenteeism
Not being careful about the work they’re doing
Becoming angry or aggressive with colleagues Slide8
Risk Factors for Trauma
Degree of exposure
Intensity
of work demand/stress overload
Personal history of trauma
Lack of social support/isolationPunitive work environmentLack of appropriate and supportive supervision
Exposure to acts of terrorism and violence outside of workSlide9
Protective Factors
Self awareness
Self nurturance
Escape (not the same as avoidance!)
Humor
Active copingConnection and support from one’s supervisorMaking meaning from traumatic stressTransformationRewards of work-
acknowledgement
from one’s supervisorSlide10
Trauma Informed Supervision
Elicit-Provide-Elicit:
A structured format of questioning and information sharing that increases collaboration, empowerment, and efficiency
Elicit
from the person what they already know about the topic at hand.
Elicit if it is alright for you to share informationProvide information in a manageable chunkElicit what the person thinks of the informationSlide11
How do supervisors achieve this?
‣
Reflective listening
‣
Honest
communication‣ Strength-based attitudes and language ‣ Using elicit-provide-elicit
‣
Assuming that folks are doing the best they canSlide12
Care of the Supervisee/ClinicianCare of the staff is a
requirement
for leadership who want trauma responsive care for those they serve.
It
is the responsibility of each staff person to take care of themselves, model self-care and provide a TIC environment for those receiving servicesSlide13
Think you might be burnt out?Take
t
his test.. Slide14
Professional Quality of Life Scale (ProQOL)Slide15
Professional Quality of Life Scale (ProQOL)Slide16
Rule of Thumb: During team meeting or group supervision ask your team to share witht the group in one or two sentences a recent difficult interaction with a client
Normalize
that everyone is going to have clients that get underneath their skin this to be expected.
“Let everything happen to you. Beauty and terror. Just keep going. No feeling is final.”
-Rainer Maria Rilke Slide17
TIC using the stages of trauma treatment
Attain Safety: establish regularly scheduled supervision and follow a routine (i.e. use a check-in format at the beginning and end of supervision)
Mourning: using the trauma treatment approach will help your team members identify counter-transference issues (i.e. what is their own trauma or their history
)
vs. what is the client’s..
Create a New Narrative: helps the team member see that they are now a provider and no longer the person stuck in their trauma. They are serving a “larger purpose” or mission. Slide18
How do you introduce TIC supervision using this approach?
Attain Safety- establish regularly scheduled supervision with your team and follow a routine, so they know what to expect, such as using a check-in format at the beginning and end of supervision
Mourning-Using this approach will help your team members identify what is their “stuff” (e.g. their own trauma, their history, etc.) vs. what is the client’s..
Create a New
N
arrative- helps the team member see that they are now a provider and no longer the person stuck in their trauma. They are serving a “larger purpose” or mission. Slide19
Supervision tool veterans check in
Use the same check in tool for veterans who are peer mentors
Be more direct about burnout. Why?
Peers were hired because of their lived experience and it can become tiresome to tell one’s story and identify as peer.
It can be difficult to escape scrutiny as a peer when working at VSO because of the hierarchy in the military which may lead a client to ask about the peer’s MOS.
Clinicians or providers were trained to do therapy and peers are using their lived experience and training as peer to guide their interventions with clientsSlide20
Supervision tool for peer mentor
Check-in
How have you been since our
last supervision
meeting
? Have you been bringing your work “home” with you? What have you done to take care of yourself since we met last to honor your experience as a peer and separate it from the veterans we serve? Check-outName one thing you got out of today’s supervision?What is your new self-care commitment for next week?Slide21
Part 2: The Power of Peer LeadershipSlide22
What is Peer Leadership?
Utilizes a model with similar concepts as Peer Support Specialists.
An innovative way to engage, develop leadership, and empower our front-line leaders.
Little to no cost to your agency.
100% benefit to your communities and clients.Slide23
Why is Peer Leadership Important?
In Veteran Services and Social Services industries, promotions and opportunities for advancement are limited.
To perform the tasks needed in our agencies, we must recruit and retain a talented, compassionate, and dedicated team.
Support and empowerment
Flattening the playing field
Self-CareCoaching and MentoringSlide24
Training Topics and How to Implement
Personality/Communication Models
Strengths FinderSlide25
Personality / Communication ModelsSlide26
Training Topics and How to Implement
Personality/Communication Models
Strengths Finder
PACE Palette/True ColorsSlide27
Personality / Communication ModelsSlide28
Personality / Communication ModelsSlide29
Training Topics and How to Implement
Personality/Communication Models
Strengths Finder
PACE Palette/True Colors
Myers-BriggsSlide30
Personality / Communication ModelsSlide31
Training Topics and How to Implement
Personality/Communication Models
Strengths Finder
PACE Palette/True Colors
Myers-Briggs
KolbeSlide32
Personality / Communication ModelsSlide33
Training Topics and How to Implement
Personality/Communication Models
Strengths Finder
PACE Palette/True Colors
Myers-Briggs
KolbeEco-MapsSlide34
Eco-MapsSlide35
Training Topics and How to Implement
Personality/Communication Models
Strengths Finder
PACE Palette/True Colors
Myers-Briggs
KolbeEco-MapsServant LeadershipActive ListeningBook Club/Peer-led Lunch Bunch Discussion GroupsSlide36
Audience and Location
Meeting Openers
Pulse CheckSlide37
Pulse CheckSlide38
Audience and Location
Meeting Openers
Pulse Check
Bright Spots
New/Good and What’s Working/What’s Not Working
Individual Supervision/1:1Staff Meetings (2-20 people)Large Trainings (25+ people)Client-centered focusSlide39
Resources
TED Talks
www.ted.com
Podcasts
t3: Changing the Conversation
Coaching for LeadersNon-Profit Leaders Networkwww.nonprofitleadersnetwork.com
Volunteers of America National-
KeyMakers
Program
Nicole Jones:
nicjones@voa.org
MindTools
www.mindtools.comSlide40
Resources (continued)
PACE Palette
www.paceorg.com
Strengths Finder
www.gallupstrengthscenter.com/strengthsfinder
Myers-Briggs Type IndicatorOfficial: www.myersbriggs.org
Fun/Unofficial:
www.16personalities.com/free-personality-test
Kolbe
www.Kolbe.com
Servant Leadership
“Leaders Eat Last” by Simon Sinek
Emotional Intelligence
Invite staff to research/lead discussion topicsSlide41
Part 3: Practical Supports for Veterans’ Services StaffSlide42
Overview of Strategies for Supporting Staff
Frequently survey
the needs and goals of the team.
Closely monitor the workloads of direct service staff and managers to minimize fatigue and burnout.
Utilize team-based supports
to reduce impact of any vacancies that do occur.Foster a culture of internal advancement/promotions.
Invest in the staff beyond salary and fringe.
Institute frequent recognition and team building exercises.Slide43
Understand the Changing Goals and Needs of the Team
Review individual goals, performance and aspirations during supervision, but don’t be afraid to “test the waters.”
Encourage feedback from the staff in a number of ways:
Anonymous team surveys
Staff Focus Groups
Employee Needs AssessmentsFor each, try to focus on non-financial needs and goals whenever possible. Utilize client satisfaction surveys and data to also pinpoint possible staff issues and fatigue early. Slide44
Monitor Caseload DemandsAs SSVF teams utilize progressive engagement to support program participants, caseload demands will fluctuate
.
The
same can be expected in other programs such as employment, care coordination and aftercare
services.
It is essential for programs to closely monitor the demands on staff time, attention and effort.Avoid “cookie cutter” caseload sizes whenever feasible.Slide45
Monitor Caseload Demands (continued)
Delivering consistent
, structured
supervision
is essential
for supporting direct service staff. Additionally:Establish clear expectations and policies for client discharges from programs, with flexibility as
needed
Use team-based
internal case
conferencing to lighten the load on any single worker:
Housing and Employment
placement
Income supports (employment/legal/benefits reviews)
Tenancy and Aftercare
services
Care Coordination as needed
(referrals to MRT, Health Homes for those in need of longer-term services)Slide46
Supporting Managers
Building into your staffing pattern enough managers to support the direct services team (within funding constraints)
Limit the number of people any one supervisor oversees to fewer than six staff
Embolden a high-performing staff member to assume more responsibilities as part of progression planning, including some supervisory duties to build program capacity.
Ensure managers are providing consistent and frequent formal supervision
Eg.: encourage supervisees to bring their agendas to their supervision to foster a sense of ownership over the session, forces planning and advanced preparation for regular sessions.Slide47
Invest in the Workforce
Train team members on departmental functions beyond their primary duties (
eg
. Intake staff train on Outreach, case managers train on housing related services to build competencies to make them more competitive for internal promotion).
Foster a culture that promotes from within, but make sure that staffing decisions are transparent to avoid perception of favoritism which can be counterproductive.
Encourage a rotating group of staff to participate in conferences, community meetings, leading groups. Support licensure, certifications, etc. for professional develop.Plan for succession and to rapidly fill vacancies from within. Slide48
Set Aside Time for Morale Building Exercises
While organizations’ funding limitations will often curb the financial incentives they are able to offer staff, consider some of these morale boosting ideas:
Exercises and Therapy Demonstrations
Reiki
Yoga for Vets
Equestrian TherapyArt TherapyTeam Building:Hiking, Escape Rooms, Team Bowling (Employment v. Housing staff, SSVF grantees facing off) Get Involved with other community groups for a day:Team Red, White and Blue, Habitat for Humanity, organizations that train service animals Staff Appreciation Events
Company meals, barbeques, picnics
Employee of the Month Recognition- nominated by management or peers Slide49
And finally…https://www.youtube.com/watch?v=gnagemulucw&list=PLh_NtkZMqnHqsxfVQAXXJgyp5LhstNqZTSlide50
Contact
Adriana Rodriguez-Baptiste:
arodriguez@jerichoproject.org
Anne Vandervort:
annev@voamid.orgAnyah Hoang: anyahh@voamid.org
Adam Wawrynek:
awawrynek@sus.org