National Council for Behavioral Health Trauma-Informed Learning Community Webinar December 4, 2017

Transcription

1 www. TheNationalCouncil. org National Council for Behavioral Health Trauma-Informed Learning Community Webinar December 4, 2017 Domain 6 Community Outreach and Partnership Building

2 Webinar Agenda Overview of Domain 6, Key Thoughts and National Perspective Cheryl Sharp Lucas County Board of Developmental Disabilities Kathy Kujda Tristate Trauma Network Melissa Adamchik Ardmore Behavioral Health Collaborative Mendy Spohn The Care and Feeding of Relationships Reba Smith

3 Domain 6: Community Outreach and Partnership Building www. TheNationalCouncil. org Your organization Assumes a leadership role in engaging and educating community partners Engages external partners in the care of individual consumers Engages in trauma-informed care awareness building through multiple messaging 3

4 Polling Question #1 www. TheNationalCouncil. org Our Core Implementation Team A) Is currently working on this domain B) Hopes to address this domain prior to the end of the LC C) Has no plans to work on this domain 4

5 Polling Question #2 www. TheNationalCouncil. org Our organization is considered to be a leader of traumainformed care in the community Yes No Please type into the chat box: What type of activities has your organization engaged in that addresses trauma and trauma-informed care? 5

6 Many Systems, Influencers, Partners

7 Key Thoughts Resilient Communities

8 Presenter Kathy Kujda, MSW, LISW-S Service and Support Administration Coordinator

9 Think you know what Dual Diagnosis is? Let s take the Duel out of Dual Diagnosis

10 Development of a Collaborative Formal process Education of purpose Communication Sharing of resources Person Centered and Trauma Informed

11 Goals and Expectations Conversations are polite and professional Listen to understand others perspectives Meetings are solution-focused & strength based Factors potentially causing challenging symptoms and behaviors are discussed Discussion centered on identifying skill, supports, and accommodations Team includes, empowers, and maximizes involvement of the family and natural supports identified by the individual

12 The Collaborative Process Collaboratively build list of cases Allow for cases in crisis Create annual schedule Use person centered strength based form Conduct regularly scheduled individualized mental health meetings Discuss systemic, organizational, and client changes and concerns Capture written recommendations and distribute for follow up Schedule follow up meeting as needed

13 Challenges Staff availability Punt responsibility Keeping the team Trauma centered Complex needs Misperceptions Communication issues Understanding both systems Common issues

14 Benefits and Achievements

15 Story of Impact The Mental Health/DD Collaborative has helped both myself and the various mental health professionals define our roles in serving mutual individuals. In one instance we were able to define which of us would assist with housing, benefits, medical appointment, work issues, etc. It spread the workload among professionals, prevented the duplication of services, and ultimately provided a better quality of service to the individual. It was also extremely valuable having the mental health therapist attend team meetings. Emilee B., DD Professional

16 Resources Dr. Julie Gentile

17 Polling Question #3 Our organization engages, interacts or has relationships with agencies that support individuals who experience developmental disabilities. Yes No In the chat box, please describe how you are working with them.

18 Mendy Spohn, MPH Administrative Director for Health Departments in Carter, Johnston, Love, Marshall, Stephens and Jefferson Counties in Oklahoma

19 Leveraging Community Involvement for Trauma-Informed Care Mendy Spohn, MPH Carter County Health Department Ardmore Behavioral Health Collaborative

20 Getting Started The Ardmore Experience A small group of community partners gathered to talk about poor community wellness and how to make a true impact on health outcomes. Large initiatives already exist; so where do we go from here? Even experts don t know where to start for true community level change around wellness. Decision was made to think and pray on the direction to take.

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22 The Gathering of Champions This small group reached out to leaders of local funding organizations and hospital administration. Discovery of common ground and desire to move forward toward broad system change. Expanded the steering committee to involve all stakeholders in behavioral health. Key themes and issues began to emerge. The urgency to address the system to improve total wellness was evident.

23 Becoming a Collaborative Formalizing the structure of our group took time. A mission statement evolved: Build a comprehensive framework for addressing behavioral health and trauma response in Carter County linking existing assets with new opportunities to shrink gaps and promote prevention.

24 Current Focus Areas Coordination of care and community assistance with social determinates of health. Integrated care across health care and other community based organizations. Community readiness and education Speakers bureau Employee development program Regular and large scale events

25 Challenges to Momentum The state and local agencies are experiencing overwhelming budgetary and mission realignments. We need non-traditional partners at the table and committed to participating. Focusing on key elements without losing the broader mission of a comprehensive approach to behavioral health services.

26 How We Engaged Critical Sectors in the Community We leveraged relationships already at the table: The president of one of our banks has been a key champion from the beginning. He had relationships outside the social service arena, and carried the mission to businesses and churches. The hospital CEO has committed time and money to the mission which helps legitimize the efforts with physicians and medical providers. The public health director is active in emergency response planning which involves broad community partnerships.

27 Partnership Background For almost twenty years, coalitions have been active in Carter County to address health related issues or other specific topics. Our level of readiness for community partnership is high. This doesn t mean we don t have turf issues or strained relationships. As the Collaborative moved forward, we made a point to not identify any of our efforts with one partner organization or agency. This is about the whole community. The level of readiness around trauma understanding is low. The readiness to identify system change is high.

28 Key Lessons Continue Use separate initiatives or projects throughout the community to engage and to educate about trauma. Emergency preparedness is key to our community in many ways. Finding ways to have the same approach to behavioral health and trauma informed practices. Take advantage of change opportunities to redefine understanding and to inform policy.

29 Is Public Health at Your Table? It SHOULD be! A good public health department is focused on all conditions affecting the population they serve. I am not an expert on behavioral health, but I do believe the issues surrounding trauma and behavioral health(care) are the number one public health problem in my communities.

30 Why is Public Health a Natural Champion? The essential functions cornerstone to public health involve infectious and chronic disease prevention. Healthy behaviors are what public health practitioners promote every day. People cannot make healthy decisions or change behaviors if they have unresolved trauma or untreated mental illness. We should not ignore the brain when promoting community wellness activities.

31 Local Public Health Champion As the Regional Health Director, I am responsible for a wide variety of health topics. This allows me to establish relationships across all sectors in the community. Our Community Health Improvement Plan identified mental health and adverse childhood experiences as two of the top five issues in this county. It is my job to convene partners to develop a plan to address these issues.

32 Thank you! Chaotic action is preferable to orderly inaction. - Will Rogers

33 Polling Question #4 Our organization partners with our local health department to bring whole health to the community? No In the chat box, please describe your relationship with your health department.

34 Trauma-Informed Care Learning Community Program and Outcomes Melissa Adamchik, MA Executive Director

35 Tri-State Trauma Network Mission The Tristate Trauma Network is dedicated to creating a community-wide commitment to the prevention of and recovery from trauma and toxic stress by: building community awareness, offering high-quality training to professionals, serving as a reliable clearinghouse for information and resources, fostering collaboration, and developing trauma-informed systems of care.

36 On Becoming Trauma-Informed Trauma-informed care is an approach to engaging people that recognizes the potential presence of trauma symptoms and the role that trauma may play in an individual s life. When an agency becomes trauma-informed, every part of its organization, management, and service delivery system is assessed and potentially modified to include a basic understanding of how trauma affects the lives of individuals. Goes beyond training in trauma-specific treatment approaches

37 TIC Learning Community 15 agencies: Child MH, Adult MH, Adult SA, Adult DD, 2 Early Learning Centers 3 National Council for Behavioral Health Consultants 7 Trauma-Informed Care Domains 4 Days of In-Person Meetings with Full Cohort Approximately 110 TIC Team Members 100% Satisfaction Amongst Participants

38 LC Agencies BHN Alliance Butler County Educational Services Center/Grant Early Learning Center Catholic Charities Southwestern Ohio Center for Addiction Treatment Central Clinic Behavioral Health Child Focus, Inc. Family Nurturing Center Greater Cincinnati Behavioral Health Lighthouse Youth Services Positive Leaps St. Joseph Orphanage Talbert House Women s Crisis Center Youth Encouragement Services, Inc. YWCA of Greater Cincinnati

39 Aggregate BH Agencies Pre- to Post- OSA Outcomes

40 Aggregate ED Agencies Pre- to Post- OSA Outcomes 4.00 OSA 1 and OSA Domain Score OSA 1 OSA Domain 1: Screening Assessment Domain 2: Consumer Driven Domain 3: Workforce Domain 4: Best Practices Domain 5: Safety Environ Domain 6: Community Outreach Domain 7: Evaluation Data

41 Agency Successes Developed a new screening tool for trauma to use at intake Paid more attention to staff burnout and offered wellness baskets and healthy snacks for staff Got feedback from someone with lived experience of trauma for the first time Developed trainings for staff all agencies are now training staff on trauma at orientation Created a more positive environment during lunch for residents (white board to leave positive messages on, playing music, food service staff interacting more with residents)

42 Agency Successes Overall positive regard and more relaxed supportive atmosphere throughout agency Changed signage; installed welcome signs at all locations Did client staff walkthroughs to assess environments for safety and comfort Painted walls in calming colors Made shelter more home-like Reduced number of restraints per month in residential facility from 30 to 0

43 Agency Impact and Team Leader Testimonials June 7, 2017 Summit Highlights Video

44 Polling Question #5 Our organization would like to see a concerted effort to bring our community partners together in order to insure the most cohesive service delivery possible. YES NO YES, BUT WE ARE UNSURE HOW TO START 12/4/2017

45 The Care and Feeding of Relationships Reba Smith, M.S. 1

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47 Key Ingredients for Success Understand the background and community situation Data Research Let local conditions create a sense of urgency Educate and Engage What ACEs really mean to (specific audiences) Parallel processes Ongoing Relationship based Facilitate growth of the Vision Leadership and collaboration Communicate with about hope Empowers others

48 Background and Situation Disagreement between agencies about how best to treat those in our care. Competition for resources. Deep discouragement among staff when clients were retraumatized by other service agencies.

49 Education and Engagement Yes, teach, teach, teach AND. Engage

50 Tailor the message: Grow the Vision Entails getting to know your audience; their language, their acronyms, their challenges and importantly Their hope, their definition of success, what motivates them.

51 How we Know TIC is Here to Stay Very few naïve audiences TIC is in the language; discourse, conversations People aren t as reluctant to argue It s getting funded Champions are self-identifying People claim their histories and trauma becomes part of their story 1

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53 Resources Resilience Trumps ACEs Community Resilience Cookbook

54 Melissa Adamchik Contact Information Kathy Kujda Cheryl Sharp Mendy Spohn Reba Smith www. TheNationalCouncil. org 54