How Do We Learn?

If you were to ask me to list the core values of our agency, I would identify training and staff development as  integrally important to the work that we do.   The training that we either bring into the agency or we participate in at the local, state and national level assures that we are fully informed and up-to date on the best practices in the field.  

Here at Sound staff development takes many forms-  we train at department meetings and management team meetings; we  provide eLearning access to all staff and require a minimum of 30 hours of training yearly; we require that all managers attend at least one  state or regional conference annually; we support staff obtaining advanced degrees through tuition reimbursement; and senior managers are encouraged to attend  at least one regional or national conference annually.  

Recently as part of ongoing staff development Jessica DeFlumer-Trapp and I attended the Open Minds Technology Conference  http://www.openminds.com/ in Baltimore.  This week she joins me as a guest blogger and discusses some of the “take-aways” from that conference.  She also informs us about the changes that  have been implemented in the case management programs through her participation as a  State of Connecticut Recovery Champion.

Gail

This month, I attended the Open Minds Technology Conference in Baltimore; this is a yearly national conference that addresses technology as it relates to and enhances behavioral healthcare.  One of the speakers made a comment about change that resonated with me.   The comment was to the effect of, “Mental health went unchanged for so many years [with regard to diagnosis, understanding, treatment] that people often selected to work in this field BECAUSE they didn’t expect things to change.”  This is an interesting commentary on both the field and the people who work in it; these days, however, it probably feels like change is ALL that happens.  Budget cuts, funding shortages, and uncertainty at the state and federal level has lead to feeling as though we are constantly on a treadmill- the belt keeps coming no matter how fast you run.  It may feel like you’re running BECAUSE of outside sources, but what should be recognized is that many of these changes and initiatives are being implemented with an eye on what is best for the staff, community, and people that we serve. 

“Case management” is a term that broadly encompasses the care that people receive in a community setting.  Over time, the idea that a person is a “case” to be “managed” has been phased out, and is being replaced with more recovery-oriented language- “community support”, “service coordination”, and “care coordination”.  The old model of the case manager’s role-  assuring that their clients were still alive, were taking their medications, were staying out of trouble- is going the way of the dinosaur.  Now, in order for states, the Federal government, and managed care organizations to acknowledge and fund the work being done in the community, skills-building work MUST be demonstrated.  The days of “forever” case management are over.  Now, persons served in these programs should expect to be admitted, develop necessary community living skills, and be discharged.  Re-admittance to the program is not considered a treatment failure; it is simply viewed as a need for additional support and education before we send the person back on their way to continue their recovery.

Connecticut launched the initiative in March 2010 to take Case Management and revamp it to a Community Support model.  All agencies that were impacted, throughout Connecticut, had to appoint a Recovery Champion to lead the charge.  This person is responsible for heading the team that will implement the change, creating some enthusiasm and energy for new work being done, and serve as a point person state-wide for discussing and bringing feedback to DHMAS and the Office of the Commissioner, about what really works in our organization.   At this time, I serve as the Recovery Champion for SCSI; I attend meetings by phone and in person twice a month, and provide feedback and data to DHMAS and OOC.  This affords me the opportunity to see how truly innovative SCSI is, with regard to our ECR, use of technology, and implementation of best practices in Community Support, including concurrent documentation, skills development, and productivity requirements.  The truth about a major systems change is that it is never as easy as it appears on paper- we deal with people, both those that we serve as well as those delivering the service.  People have needs and expectations that often fall outside of what can be anticipated.  All that in mind, it is SCSI’s commitment to innovation and best practices that have made this transition a natural next step in the movement toward fee-for-service Community Support and evidence-based practices. 

A word about the staff- we have asked them to change their daily work in a variety of ways.  This includes their documentation content, length of sessions, location of appointments, and number of visits per month.  We’ve added additional assessment tools, tracking forms, and training sessions.  These changes have been only secondary to asking them to enhance and modify HOW they deliver services to the people we serve.   Staff have handled these changes with grace and ongoing commitment to assure that whatever changes are made, are executed with the best interests of the people they serve, at the forefront.   Kudos to them- they are the ones that create and promote positive change every day.  The feedback from the persons served has been extremely positive- they continue to feel that they receive services that are helpful and effective, delivered by staff that truly care about their well-being.  As SCSI continues to change and grow, it’s that overall commitment to the persons served that will carry us where we need to go. 

Jessica

Be well!