Enhancing Children's Behavioral Health Workforce Development: NHCBH Learning Community
The New Hampshire Children's Behavioral Health Workforce Development Network Learning Community focuses on trauma-informed workplaces to create hope and improve outcomes for children and families. The mission includes promoting, developing, and implementing interdisciplinary workforce development activities. The collaborative approach aims to spread best practices and create impactful organizational changes. Updates include recommendations for ARPA investments such as State Loan Repayment Program, Health Care Workforce Housing Subsidies, and Career Ladder Training.
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Presentation Transcript
NEW HAMPSHIRE CHILDRENS BEHAVIORAL HEALTH Workforce Development Network Learning Community January 21, 2022
Agenda Introduction, orientation to task, mission of NHCBH LC (15 min) Focusing on trauma-informed workplaces- why is this so important? (10 minutes) Signs and signals- what are you seeing? Google Log, discussion (20 minutes) BREAK Strategies and tools- what are you doing? BREAKOUT (20 minutes) Wrap up, specific steps--- next LC meeting- November 19, 2021
Mission Statement: The mission of the NHCBH EBP Workforce Development Network is to create hope and improve outcomes for children, youth, young adults and their families by convening, promoting, developing, implementing, and disseminating interdisciplinary workforce development activities.
How we work together: Start and end on time Provide a clear agenda with times to help focus Provide coffee and food Provide resources/documents to be discussed at meeting ahead of time Tent cards with names of members Allow for schmooze time during meetings Send email reminders of assignments to be completed Humor and jokes Be open minded and supportive, no idea is wrong Have a parking lot for items that can t be discussed immediately Encourage connections to other work that is going on the big picture link the threads
What is a Learning Collaborative? The Learning Collaborative (LC) approach focuses on spreading, adopting, and adapting best practices across multiple settings and creating changes in organizations that promote the delivery of effective interventions and services. Markiewicz, J., Ebert, L., Ling, D., Amaya-Jackson, L., & Kisiel, C. (2006). Learning Collaborative Toolkit. Los Angeles, CA, and Durham, NC: National Center for Child Traumatic Stress.
Updates: Recommendations being made for ARPA investments : 1. Investment in the State Loan Repayment Program (SLRP) 2. Health Care Workforce Housing Subsidies 3. Expanding the recruitment center 4. Expanding Community Health Workers 5. Bachelor Level Mental Health Providers *** 6. Increase the Number of Entry-Level Clinical Staff 7. Expanding nursing home LNA fund 8. Speeding up background checks 9. Career Ladder Training https://bistatepca.org/uploads/pdf/Bulletins/NH%20Udpate%20files_CD/NH %20Healthcare%20WF%20Coalition%20Letter%206-6-19.pdf
What did Mindful Leadership get us at MHCGM??? It got us a devoted group of Opportunity makers!! 12 Mo. rolling Staff Turnover Rate is the State Avg. for CMHCs Staff Vacancy rate: Lowest of the 10 CMHCs Number of staff returning to MHCGM in 2021: 13 (in 10 months) 27% of MHCGM staff contribute to the MHCGM Annual Fund
What signs of stress are you seeing among your colleagues/employees? Calling in sick.. For MH days- struggles with the organization Teachers are very stressed- from the stress their students are experiencing, etc. Teachers are being vilified Children/youth are in ER rooms Organizations, managers, supervisors need to recognize that we have lived through a collective trauma Transitioning to in person learning, letting things slide- difficult to place more demands on students Pandemic is not over--- it s a constant Fear of staff walking off the job
The Dirty Dozen of Dysfunctional Organizations. (from: Practice Safe Stress: Healing and Laughing in the Face of Stress, Burnout, and Depression. MARK GORKIN, LCSW 1. From TLC to TNC. 2. Rapid and Unpredictable Change. 3. Destructive or Demeaning Communication Style. 4. Authoritarian Leadership. 5. Defensive Attitude. 6. Double Standard. 7. Unresolved Grievances 8. Emotionally Troubled Personnel. 9. Repetitive, Boring Work. 10. Faulty Equipment/Deficient Training. 11. Hazardous Setting. 12. Culture of Violence/Abuse.
A TRAUMA INFORMED ORGANIZATION. Working with victims of violence and trauma changes the worldview of responders and puts individuals and organizations at risk for a range of negative consequences (Bell, Kulkarni, and Dalton, 2003; McCann and Pearlman, 1990; Newell and MacNeil, 2010; Vicarious Trauma Institute, 2015; Pearlman and Saakvitne, 1995; Knight, 2013). A vicarious trauma-informed organization recognizes these challenges and proactively addresses the impact of vicarious trauma through policies, procedures, practices, and programs
The Vicarious Trauma Toolkit https://docs.google.com/document/d/1WcuzQXMJiqEg3 X0Vm72Q9gm2p2jYO2qB/edit?usp=sharing&ouid=11616 1109267951301549&rtpof=true&sd=true 5 Strategies Leadership and Mission Management and Supervision Employee Empowerment and Work Environment Training and Professional Development Staff Health and Wellness
https://ca.ctrinstitute.com/workplace- assessment-2021/ Poll:
Breakout: What is your organization doing to support staff? The Vicarious Trauma Toolkit handout: https://docs.google.com/document/d/1WcuzQXMJiqEg 3X0Vm72Q9gm2p2jYO2qB/edit?usp=sharing&ouid=116 161109267951301549&rtpof=true&sd=true What is your organization doing to support staff? What changes would you like to see? How can you make changes from where you sit?
Upcoming Learning Communities 9-11 am Future meetings- January 21, 2022- EFH NH Workforce Plan? Me2--- Annamarie for space
Developing a Leadership Academy Discussion, ideas: Like NH Leadership Academy was a good model Monthly gatherings, monthly topics, policy, practices, experiential learning Equity-Centered Leadership The schedule is planned out ahead of time Go to a meeting where it benefits me as a leader Making Diversity, equity and inclusion work is happening but staff of color are exhausted- people need to be nourished and compensated for their engagement Nourishing leaders so they can nourish others--- creating a supportive community Who is the target audience? To be mindful, empathetic, and an ally as a leader. Healthy growth of leaders, career development and pipeline to grow leadership. Strong representation of all populations in leadership. Introduce Culturally Effective Organizations (CEOrgs) Framework Problem-based learning Implementation tools
Thank you! Resources: https://business.kaiserpermanente.org/insights/covid- 19/trauma-informed-workplace https://ovc.ojp.gov/program/vtt/compendium-resources https://blog.shrm.org/blog/trauma-informed- organizational-behavior-kindness-works-better Web pages: https://iod.unh.edu/events https://iod.unh.edu/projects/nh-childrens-behavioral- health-workforce-development-network
