2-1-1 Call Center CoordinatorUnited Way of the Plains
Wichita, KS
I had the pleasure of attending the AIRS National Conference
in Atlanta, GA this year and although the highlight for me was attending a
Braves game at Turner Field, I also attended some great workshops. In this
series of blog posts I would like to give you are brief synopsis of each of the
workshops I attended and what I learned from them.
“Managing, Surviving
and Thriving on Change Within the I&R Sector” – this workshop was
presented by Faed Henry who is with Findhelp Information Services in Toronto,
Ontario. Change is a constant in all of our lives, but it is especially present
in the field of I&R. As Faed said, “shift happens”. There are external
forces such as funding and market changes and also internal forces like our strategic
plans and new staff. Typically change in the workplace is first met with
resistance. As managers it is our job to help guide our staff through change
and one of the keys for success is communication. We must recognize that change
is not just about the new processes but about the people. “Only when the people
within it have made their own personal transitions can an organization truly
reap the benefits of change.” The ADKAR 5 Elements for Individual Change can
take us through the process:
Awareness of the
need for change
Desire to support
and participate in the change
Knowledge of how
to change
Ability to
implement the change
Reinforcement to sustain the change
“The Intersection of
Mental Health Services and Supports for Veterans, Older Adults and Their
Caregivers” – Stephanie McCladdie, a Regional Administrator with SAMHSA, shared with us a profile of the typical Army soldier: 24 yrs of age, moved from
home family and friends. Has resided in two other states and has traveled the
world (deployed). Been promoted four times, bought a car and wrecked it. The
typical soldier is married and had children but has seen relationship and
financial problems. This typical soldier has seen death and maintains millions
of dollars worth of equipment; and yet gets paid less than $40,000 a year. In
2005 grantee/provider agencies noticed an increase of military/veteran
populations who sought community-based services and requested guidance from
SAMHSA. A new strategic initiative was created to support America’s service men
and women – Active Duty, National Guard, Reserve, and Veterans – together with
their families and communities by leading efforts to ensure needed behavioral
health services are accessible and outcomes are positive. Some staggering
behavioral health facts among this population include: almost 18.5% of service
members returning from Iraq of Afghanistan have post traumatic stress disorder
(PTSD) or depression, and 19.5% report experiencing a traumatic brain injury
(TBI); in 2008, 47% of all current DoD service personnel were binge drinkers.
The strategic plans address increasing access to appropriate care; closing gaps
in the system; building the system’s capacity; increasing interagency
communication/collaboration; incorporating promising, best, and evidence-based
practices; sustaining efforts; and dialogue with military. For more information
and further resources visit www.samhsa.gov/militaryfamilies.
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