Trauma-Informed Systems Change

1. Trauma-Informed Systems Change

2. Transforming Systems/ Paradigm Shifts • Transforming systems of care into trauma-informed systems requires a paradigm shift. • Trauma-informed transformation involves a shift in: • the way clients/participants are viewed • the way trauma is viewed • the way staff responds • the way services are delivered

3. Questions for Transforming Trauma-Informed Service System What would we do differently if we truly believed that trauma is an expectation and not an exception, and if we believed that trauma is a centralizing concept in our clients’ lives ?

4. Core Assessment Domains for a Trauma-Informed System of Care Program activities & settings (consistent with principles of trauma informed practice). Program policies Screening, assessment, service planning and trauma-specific services Administrative support Staff training and education Human resources Fallot & Harris (2009) Creating cultures of trauma-informed care (Harris & Fallot, 2001)

5. 1. Program alignment with principles of trauma-informed care • Safety • Trustworthiness & transparency • Choice • Collaboration and mutuality • Empowerment SOURCE:Fallot & Harris (2009) Creating cultures of trauma-informed care

6. 2. Formal services policies • Development of policies and procedures that reflect an understand of trauma survivors needs, strengths & challenges. • Policies that address staff needs.

7. 3. Screening, Assessment, Planning & Trauma-Specific Services Integrate trauma screening and assessment with other screening and assessment to minimize burden Trauma-related issues identified in screening are included in treatment plan and addressed through the trauma-specific intervention

8. 4. Administrative Support for Program-Wide Trauma-Informed Services • Support for the integration of knowledge about trauma/violence into all aspects of agency/system functioning • Possible indicators: • Rethinking formal policy or mission statements • Developing a “trauma initiative” • Making resources available despite funding challenges • Active administrator participation in systems change (and cross-systems change) efforts • Release staff for training

9. 5. Staff Training & Education Integrate information into existing channels/venues, e.g. employee orientation, new staff trainings Initial system-wide trainings to disseminate trauma-informed principles and why Multi-leveled trainings for direct service providers and supervisors related to different components of the system Provide supervisors with emerging literature on trauma and encourage them to incorporate into supervision

10. 6. Human Resources (HR) Issues • Hiring and fostering staff who are: • Able to recognize their own judgments/ biases • Collaborative and view the client as a partner • Understand the role of trauma in client’s lives • Respectful of client choices • Willing to develop new skills • Providing supportive and reflective supervision • Supervision/support for addressing personal and professional stress

11. Cross-systems collaboration and change is also important! Developing collaboration at multiple levels is crucial to successful change Collaboration between systems helps to foster cooperation, collaboration, trust, respect, and collective achievement

12. What works in collaborative systems change? Findings from a study in Santa Clara County, Cross-Agency Systems Team

13. Organizational Components of Trauma-Informed Transformation Adoption of principles/philosophy for trauma-informed care. Administrative commitment and support Screening Training Hiring and other HR issues Policies and Procedures