Wednesday, July 18, 2007
Anti-Racism Training
Anti-Racism Training in Charlottesville – Today was an interesting day. This group is addressing institutional racism, the negative effect of indifference to social justice and the power of racial memory. Of course, all of us are present because we want to be and so they are (or are they) just preaching to the choir. And they are only promoting change for the perceived power-people. They are not addressing the powers in the minority groups that benefit from the current status of inequality and don’t want to lose their position. Both will have to want the change and it frequently feels like the power people in both groups don’t really want this change. The people who want the change are really the hapless people in the middle, who really have no power. How to express this to the group, without starting an issue, without the minority group feeling blame? It’s the dynamic that is now created. Some people always benefit from groups being oppressed, some of the oppressed actually. If their cause is gone, who would they serve? What would their role be? Do they really want to give up their role as cause fighters and be just like everyone else? Somehow I don’t think so. I think its equal pressure form the powers of both worlds to keep conflict and segregation going. We remain the in-betweens just talking to each other and g. And where do we take this?
Wednesday, June 06, 2007
Coercive Control
“Coercive Control” by Evan Stark
What do we experience as providers: compassion fatigue, secondary trauma, headaches, sleeplessness, agitation, nightmares, hopelessness, and anger? This affects our ability to connect with people, put up barriers to those we are trying to help.
Questions:
1. What happened to her/him?
2. What are the barriers to follow through with treatment?
The retreat was nice, although I remain separated from the group as usual. It was interesting to meet people who work in this field. My presentations were uninteresting I think. I did get food responses from the second one overall. But I remained tense about the whole thing overall even after a couple of days.
What do we experience as providers: compassion fatigue, secondary trauma, headaches, sleeplessness, agitation, nightmares, hopelessness, and anger? This affects our ability to connect with people, put up barriers to those we are trying to help.
Questions:
1. What happened to her/him?
2. What are the barriers to follow through with treatment?
The retreat was nice, although I remain separated from the group as usual. It was interesting to meet people who work in this field. My presentations were uninteresting I think. I did get food responses from the second one overall. But I remained tense about the whole thing overall even after a couple of days.
Tuesday, June 05, 2007
Annual Retreat for the VSDVAA
Teen Dating Violence Prevention – this is more about intervention, programs in school in school about what to do if…
Analysis of case of a girl going to a party. Prevention would really have been parents checking up on where the child is going. This would really have prevented the scene. Prevention needs to start with us, our generation as parents teaching children from the beginning with consistent messages between school and home. This is the gap, a decrease in parenting skills. This is what needs to be addressed.
1. Perceived threat – ongoing
2. Management of daily activities – interrupts problem solving and decision making.
3. Altered identity
4. Entrapment
5. Disempowerment
Analysis of case of a girl going to a party. Prevention would really have been parents checking up on where the child is going. This would really have prevented the scene. Prevention needs to start with us, our generation as parents teaching children from the beginning with consistent messages between school and home. This is the gap, a decrease in parenting skills. This is what needs to be addressed.
1. Perceived threat – ongoing
2. Management of daily activities – interrupts problem solving and decision making.
3. Altered identity
4. Entrapment
5. Disempowerment
Saturday, April 14, 2007
Program Management Training Notes
Program Management Training in Williamsburg – presentations only somewhat interesting. I think I am burned out on these types of presentations. It always seems like the same old stuff. And do people, the attendees really change their programs to incorporate the new stuff they learn or is it just attending for the sake of attending?
Adverse childhood experiences relate to higher levels of depression for women, increased correlation with smoking and lung cancer, teen pregnancies, higher rates of sexual partners and therefore higher likelihood of STD’s and HIV. 4 or more adverse experiences spike the correlation of all above.
A presenter described a sexual assault as having a bad day. Amazing. Can someone really think trauma from violence is really just a bad day? That people/victims just go and say: “Oh well, bad day.” It shocked everyone in the room who heard her say it. She minimizes the very trauma she is serving in her job. But perhaps this is not her issue, just happened to get a job monitoring grants to serve sexual assault victims. I came to this field in a round-about way myself. So who knows?
Adverse childhood experiences relate to higher levels of depression for women, increased correlation with smoking and lung cancer, teen pregnancies, higher rates of sexual partners and therefore higher likelihood of STD’s and HIV. 4 or more adverse experiences spike the correlation of all above.
A presenter described a sexual assault as having a bad day. Amazing. Can someone really think trauma from violence is really just a bad day? That people/victims just go and say: “Oh well, bad day.” It shocked everyone in the room who heard her say it. She minimizes the very trauma she is serving in her job. But perhaps this is not her issue, just happened to get a job monitoring grants to serve sexual assault victims. I came to this field in a round-about way myself. So who knows?
Saturday, April 07, 2007
Changemakers Competition - The Coalition on Violence and Vulnerable Populations
The Coalition for Violence and Vulnerable Populations
by carolannolson March 28, 2007
Country: United States
Organization: Rappahannock Council Against Sexual Assault
Focus of activity: Community Involvement
Year the initiative began: 2006
Positioning in the Mosaic of solutions
Main barrier addressed: Insensitive & Unresponsive Systems
Main insight addressed: Create Paths to Prevention or Remediation
Description of Initiative: The Coalition is comprised of three main agencies: The Rappahannock Council Against Sexual Assault, The Rappahannock Council on Domestic Violence, and the Disability Resource Center along with other agencies and centers that serve individuals with disabilities. The main focus of the Coalition is to identify the specfic and specialized service needs of individuals with disabilities and/or barriers to services that have been victims of or are at risk of sexual assault and domestic violence. This Coalition seeks to do a comprehensive needs assessment of planning district 16, a service area that includes the City of Fredericksburg and the counties of Caroline, Stafford, Spotsylvania, and King George. This service area is a mix of small urban environment, suburban developments, and rural communities. A part of this needs assessment will include a gap analysis of services for individuals with disabilities. The goal of the Coalition is to forward prevention of intimate violence to a vulnerable population by increasing access of information and services to individuals with disabilities and their families. This program addresses both sexual violence and domestic violence against individuals with disabilities who are particularly vulnerable to such violence. The Coalition will conduct a needs assessment of the community and organizations that provide services to or could provide services to individuals with disabilities, develop and provide a training curriculum for service providers, provide upgrades to services and access for centers, and initiate an innovative program to provide personal service assistants for individuals with mobility, cognitive and expressive needs within shelters to help them better access services. The primary beneficiaries are individuals with disabilities such as mobility needs, hearing needs, cognitive or expressive needs, and language needs.
Innovation: Our approach is to develop a strong community coalition of agencies that serve the identified population of individuals with disabilities and barriers to services currently in place, fully cross-train staff to better serve the clients, and initiate a personal assistant program for victims needing personalized care either within domestic violence shelters or accessing out-patient community services. The personal assistant program is unique in offering one-on-one assistant services to individuals with disabilities who are staying in a shelter, so that they may remain in a safe environment and fully access all needed services. This approach facilitates people with disabilities having access to shelters, provides the shelter with staff trained specifically to the individualized needs of the client. Currently there are no such staff positions available at shelters or within the community that are free or cost effective for the consumers. Shelters themselves cannot afford to hire a staff person that is dedicated to only one person with extensive or multiple care-taking needs.
Delivery Model: This initiative will reach the community of allied professionals through a survey mechanism initially. Print, web advertising and community health fairs and outreach events will be utilized to reach the comunity to inform of the specialized services that are developed. Evaluations of the training of allied professionals and post-services evaluations of victim services will be given out to assess impact of the program.
Key Operational Partnerships: The Rappahannock Council Against Sexual Assault provides services to sexual assault victims and child abuse victims such as: advocacy, education, hotline and hospital accompaniment, training, counseling, and volunteer opportunites to the community and development, staff support and grant writing services to the coalition.
The Rappahannock Council on Domestic Violence provides advocacy, education, hotline, psychoeducational groups, volunteer opportunites, outreach and shelter serivces to victims of domestic violence and development and staff support to the Coalition.
The Disability Resource Center provides a variety of services to individuals with disabilities and staff support and development to the Coalition.
All of these partners are local non-profits that serve the community and are central to the development and leadership of this Coalition as they all provide key elements of specialized services in prevention and provision of aftercare services for intimate violence. Other partnerships are being sought and incorporated into the coalition.
Financial Model: All partners are funded through local, state, and federal funds to provide free services to their recipients.
What percentage, if any, of the total operating costs does earned income (from products, services, or other fees) represent? 0
How is the initiative financed? Is it financially self-sustainable or profitable? How much do beneficiaries contribute? Each of the partner agencies contribute both financially and with staff time. The Coalition is not financially self-sustainable at this time.
Effectiveness: Over 50 people who serve individuals with disabilities that experience sexual or domestic violence have benefited from the initial outreach and training provided by the coalition. Each of the agencies have begun implementing recommended changes such as purchasing and implementing TTY phones, rearranging office space to accommodate individuals with mobility needs, and seeking bi-lingual staff or translation services to address language barriers. The coalition is also improving communication between agencies that may provide different services to the same population.
How many people have benefited from your program over the last year? Which element of the program proved itself most effective? The coalition is in the process of tracking numbers of people served with improved services, numbers are not yet available. It appears that the most effective element has been the implementation of hotline translation services and TTY phones for callers with hearing and language barriers. RCDV in particular has increased it's services to the immigrant and hispanic population with the implementation of spanish language hotline availability.
Scaling up Strategy: First year: Implementation of comprehensive survey of area agencies in the planning district 16 that can or could potentially serve individuals with disabilities or otherwise identified as vulnerable populations (the immigrant and hispanic populations). A gap analysis of needs to be addressed in terms of services to consumers and training of staff and speciality staff positions.
Second year: Development of curriculum t cross-train staff to be more familiar with other agencies, how to better refer, how to better screen for unaddressed issues, how to more appropriately respond to victims of sexual and domestic violence. Deliver this training series around the catchment area. Develop informational brochures and web site to inform the public and potential consumers of improved serivces and access to services at participating agencies. Seek funding to hire speciality staff for personal care assistants for shelter participants who need intensive attention and care to remain in the safety of the shelter system.
Third year: Placement of personal care assistants in the shelters for individuals with mobility, cognitive, expressive, language, and technology needs. Continued training of professionals who work with individuals with disabilities who have or are at risk for sexual and domestic violence.
Stage of the Initiative: Start up
Origin of the Initiative: The directors of the three main partner agencies realized the gaps in the community and their own agencies to serve individuals with disabilities that have experienced or are at risk for intimate violence. This started with a woman with mobility and daily care needs who was being abused by her care taker. She was unable to stay in the shelter she tried to go to due to her extensive personal care needs that the shelter was unable to accommodate. She had to return home to a violent environment. Another gap was highlighted when a Spanish-only speaking woman from the immigrant community tried to access services following a sexual assault. Due to language barriers at the hotline, she was unable to receive immediate services. These particular issues and others have brought the specialized needs of individuals with barriers to the forefront of these organizations.
Contact Information:
Carol Ann Olson Executive DirectorRappahannock Council Against Sexual Assault (Non-profit )director@rcasa.orgPO Box 1276, Fredericksburg, VA 22402United StatesTel: 540-371-1666Fax: 540-371-9803Website: www.rcasa.org
by carolannolson March 28, 2007
Country: United States
Organization: Rappahannock Council Against Sexual Assault
Focus of activity: Community Involvement
Year the initiative began: 2006
Positioning in the Mosaic of solutions
Main barrier addressed: Insensitive & Unresponsive Systems
Main insight addressed: Create Paths to Prevention or Remediation
Description of Initiative: The Coalition is comprised of three main agencies: The Rappahannock Council Against Sexual Assault, The Rappahannock Council on Domestic Violence, and the Disability Resource Center along with other agencies and centers that serve individuals with disabilities. The main focus of the Coalition is to identify the specfic and specialized service needs of individuals with disabilities and/or barriers to services that have been victims of or are at risk of sexual assault and domestic violence. This Coalition seeks to do a comprehensive needs assessment of planning district 16, a service area that includes the City of Fredericksburg and the counties of Caroline, Stafford, Spotsylvania, and King George. This service area is a mix of small urban environment, suburban developments, and rural communities. A part of this needs assessment will include a gap analysis of services for individuals with disabilities. The goal of the Coalition is to forward prevention of intimate violence to a vulnerable population by increasing access of information and services to individuals with disabilities and their families. This program addresses both sexual violence and domestic violence against individuals with disabilities who are particularly vulnerable to such violence. The Coalition will conduct a needs assessment of the community and organizations that provide services to or could provide services to individuals with disabilities, develop and provide a training curriculum for service providers, provide upgrades to services and access for centers, and initiate an innovative program to provide personal service assistants for individuals with mobility, cognitive and expressive needs within shelters to help them better access services. The primary beneficiaries are individuals with disabilities such as mobility needs, hearing needs, cognitive or expressive needs, and language needs.
Innovation: Our approach is to develop a strong community coalition of agencies that serve the identified population of individuals with disabilities and barriers to services currently in place, fully cross-train staff to better serve the clients, and initiate a personal assistant program for victims needing personalized care either within domestic violence shelters or accessing out-patient community services. The personal assistant program is unique in offering one-on-one assistant services to individuals with disabilities who are staying in a shelter, so that they may remain in a safe environment and fully access all needed services. This approach facilitates people with disabilities having access to shelters, provides the shelter with staff trained specifically to the individualized needs of the client. Currently there are no such staff positions available at shelters or within the community that are free or cost effective for the consumers. Shelters themselves cannot afford to hire a staff person that is dedicated to only one person with extensive or multiple care-taking needs.
Delivery Model: This initiative will reach the community of allied professionals through a survey mechanism initially. Print, web advertising and community health fairs and outreach events will be utilized to reach the comunity to inform of the specialized services that are developed. Evaluations of the training of allied professionals and post-services evaluations of victim services will be given out to assess impact of the program.
Key Operational Partnerships: The Rappahannock Council Against Sexual Assault provides services to sexual assault victims and child abuse victims such as: advocacy, education, hotline and hospital accompaniment, training, counseling, and volunteer opportunites to the community and development, staff support and grant writing services to the coalition.
The Rappahannock Council on Domestic Violence provides advocacy, education, hotline, psychoeducational groups, volunteer opportunites, outreach and shelter serivces to victims of domestic violence and development and staff support to the Coalition.
The Disability Resource Center provides a variety of services to individuals with disabilities and staff support and development to the Coalition.
All of these partners are local non-profits that serve the community and are central to the development and leadership of this Coalition as they all provide key elements of specialized services in prevention and provision of aftercare services for intimate violence. Other partnerships are being sought and incorporated into the coalition.
Financial Model: All partners are funded through local, state, and federal funds to provide free services to their recipients.
What percentage, if any, of the total operating costs does earned income (from products, services, or other fees) represent? 0
How is the initiative financed? Is it financially self-sustainable or profitable? How much do beneficiaries contribute? Each of the partner agencies contribute both financially and with staff time. The Coalition is not financially self-sustainable at this time.
Effectiveness: Over 50 people who serve individuals with disabilities that experience sexual or domestic violence have benefited from the initial outreach and training provided by the coalition. Each of the agencies have begun implementing recommended changes such as purchasing and implementing TTY phones, rearranging office space to accommodate individuals with mobility needs, and seeking bi-lingual staff or translation services to address language barriers. The coalition is also improving communication between agencies that may provide different services to the same population.
How many people have benefited from your program over the last year? Which element of the program proved itself most effective? The coalition is in the process of tracking numbers of people served with improved services, numbers are not yet available. It appears that the most effective element has been the implementation of hotline translation services and TTY phones for callers with hearing and language barriers. RCDV in particular has increased it's services to the immigrant and hispanic population with the implementation of spanish language hotline availability.
Scaling up Strategy: First year: Implementation of comprehensive survey of area agencies in the planning district 16 that can or could potentially serve individuals with disabilities or otherwise identified as vulnerable populations (the immigrant and hispanic populations). A gap analysis of needs to be addressed in terms of services to consumers and training of staff and speciality staff positions.
Second year: Development of curriculum t cross-train staff to be more familiar with other agencies, how to better refer, how to better screen for unaddressed issues, how to more appropriately respond to victims of sexual and domestic violence. Deliver this training series around the catchment area. Develop informational brochures and web site to inform the public and potential consumers of improved serivces and access to services at participating agencies. Seek funding to hire speciality staff for personal care assistants for shelter participants who need intensive attention and care to remain in the safety of the shelter system.
Third year: Placement of personal care assistants in the shelters for individuals with mobility, cognitive, expressive, language, and technology needs. Continued training of professionals who work with individuals with disabilities who have or are at risk for sexual and domestic violence.
Stage of the Initiative: Start up
Origin of the Initiative: The directors of the three main partner agencies realized the gaps in the community and their own agencies to serve individuals with disabilities that have experienced or are at risk for intimate violence. This started with a woman with mobility and daily care needs who was being abused by her care taker. She was unable to stay in the shelter she tried to go to due to her extensive personal care needs that the shelter was unable to accommodate. She had to return home to a violent environment. Another gap was highlighted when a Spanish-only speaking woman from the immigrant community tried to access services following a sexual assault. Due to language barriers at the hotline, she was unable to receive immediate services. These particular issues and others have brought the specialized needs of individuals with barriers to the forefront of these organizations.
Contact Information:
Carol Ann Olson Executive DirectorRappahannock Council Against Sexual Assault (Non-profit )director@rcasa.orgPO Box 1276, Fredericksburg, VA 22402United StatesTel: 540-371-1666Fax: 540-371-9803Website: www.rcasa.org
Thursday, September 14, 2006
Successful Women and Racist Hair Banning
I saw a couple articles in MORE Magazine (I know I"m outing my age ;) Anyway, the articles are by women building or changing their careers and aimed at women but you guys could learn something too ;)
Reinventing Real Estate - two women who broke the NAS's monopoly on house sales by launching the country's largest for-sale-by-owner web site
The Cost of Passion - women who have left high paying but soul killing jobs for lower pay but higher creativity, satisfaction, and affirmation
The Voice of Authority - women increasing their power in media, politics and world affairs yet still struggling with how that voice of authority should look and sound. .....
This article is especially interesting today as in the news is an article about a club banning certain hairstyles: braids, corn rows, dread locks. So interesting that appearance, hair styles and mostly hair color, has been used against women to suggest we are flighty, loose, frumpy, etc. and now appearance, again hair, is being used against men, specifically black men, to suggest they are violent.
I wonder that since the playing field between men and women, and between minorities and the dominant culture is leveling in terms of education, income, resources, etc. Is appearance going to become the way to suggest someone is lesser-than? In the article, they describe the barrage of negativity aimed at Couric becoming news anchor is solely focused on her gender and appearance - not her perfomance (and she hadn't even started yet) - as a means to already undermine her cred. So, here in a city that is becoming African-American dominant - where it is becoming a more level field in terms of education, presence in politics, presence in medicine and law, and buying power, is the braid banning is happening as the new way to undermine and label as violent the new generation of young black males? While we do have gangs (which is the population the hair banning is aimed at) in Richmond, and the most visible gangs are black men, we also have a large population of educated black men who give their time to social work, politics, medicine, civil rights, teaching, and the arts. And guess what, a lot of them wear braids, corn rows, and dreads. They don't carry weapons, they don't do drive-by shootings, and they don't sell drugs, but they wouldn't be allowed in that club.
Reinventing Real Estate - two women who broke the NAS's monopoly on house sales by launching the country's largest for-sale-by-owner web site
The Cost of Passion - women who have left high paying but soul killing jobs for lower pay but higher creativity, satisfaction, and affirmation
The Voice of Authority - women increasing their power in media, politics and world affairs yet still struggling with how that voice of authority should look and sound. .....
This article is especially interesting today as in the news is an article about a club banning certain hairstyles: braids, corn rows, dread locks. So interesting that appearance, hair styles and mostly hair color, has been used against women to suggest we are flighty, loose, frumpy, etc. and now appearance, again hair, is being used against men, specifically black men, to suggest they are violent.
I wonder that since the playing field between men and women, and between minorities and the dominant culture is leveling in terms of education, income, resources, etc. Is appearance going to become the way to suggest someone is lesser-than? In the article, they describe the barrage of negativity aimed at Couric becoming news anchor is solely focused on her gender and appearance - not her perfomance (and she hadn't even started yet) - as a means to already undermine her cred. So, here in a city that is becoming African-American dominant - where it is becoming a more level field in terms of education, presence in politics, presence in medicine and law, and buying power, is the braid banning is happening as the new way to undermine and label as violent the new generation of young black males? While we do have gangs (which is the population the hair banning is aimed at) in Richmond, and the most visible gangs are black men, we also have a large population of educated black men who give their time to social work, politics, medicine, civil rights, teaching, and the arts. And guess what, a lot of them wear braids, corn rows, and dreads. They don't carry weapons, they don't do drive-by shootings, and they don't sell drugs, but they wouldn't be allowed in that club.
Thursday, September 07, 2006
Art Therapy is one of the Top Jobs for 2007
How awesome is this, being an art therapist is finally considered a top career opportunity. From obscurity to top ten lists. Yeah!
MEDIA ALERT— FOR IMMEDIATE RELEASE
ART THERAPIST AMONG 10 HOT JOBS FOR 2007
Alexandria, VA--- CareerBuilder.com, one of the nation’s leading recruitment resources in print
and web media, has identified Art Therapist as one of the top 10 “hot jobs” for 2007 by (see
http://jobs.aol.com/article/_a/10-hot-jobs-for-2007/20060822125209990005). Candace Corner,
writer for CareerBuilder.com, says, “Demographic shifts, legislative changes, business trends
and consumer behavior factor into what’s going to be the next big thing.” A changing employment
market, longer life span, access to higher education, and later retirement are determining
what jobs are on the cutting edge.
Art Therapy is a mental health profession that uses the creative process of art making to improve
and enhance the physical, mental, and emotional well being of individuals of all ages. It is
based on the belief that the creative process involved in the making of art is healing and life enhancing.
Art Therapists use their knowledge of visual art (drawing, painting, sculpture, and other
art forms) and psychotherapy to help individuals manage emotional problems, develop interpersonal
skills, reduce stress, and achieve self-awareness.
The American Art Therapy Association, (AATA) Inc., was founded in 1969 and develops and
promotes educational, professional, and ethical standards for the practice of art therapy. The
AATA provides information to its members and the public regarding the field of art therapy
through publications, a scholarly journal, conferences, and a web site ( www.arttherapy.org).
Paula Howie, President of the American Art Therapy Association and board certified Art Therapist,
comments, “Employment opportunities for art therapists in healthcare, community agencies,
education, and independent practice continue to increase for our members. It is exciting
that leading job recruitment services are recognizing the field of art therapy as a cutting edge
career.”
For more information, please contact Cathy A. Malchiodi, AATA Professional Relations, at
info@arttherapy.org, call 888-290-0878, or visit the AATA web site at www.arttherapy.org.
MEDIA ALERT— FOR IMMEDIATE RELEASE
ART THERAPIST AMONG 10 HOT JOBS FOR 2007
Alexandria, VA--- CareerBuilder.com, one of the nation’s leading recruitment resources in print
and web media, has identified Art Therapist as one of the top 10 “hot jobs” for 2007 by (see
http://jobs.aol.com/article/_a/10-hot-jobs-for-2007/20060822125209990005). Candace Corner,
writer for CareerBuilder.com, says, “Demographic shifts, legislative changes, business trends
and consumer behavior factor into what’s going to be the next big thing.” A changing employment
market, longer life span, access to higher education, and later retirement are determining
what jobs are on the cutting edge.
Art Therapy is a mental health profession that uses the creative process of art making to improve
and enhance the physical, mental, and emotional well being of individuals of all ages. It is
based on the belief that the creative process involved in the making of art is healing and life enhancing.
Art Therapists use their knowledge of visual art (drawing, painting, sculpture, and other
art forms) and psychotherapy to help individuals manage emotional problems, develop interpersonal
skills, reduce stress, and achieve self-awareness.
The American Art Therapy Association, (AATA) Inc., was founded in 1969 and develops and
promotes educational, professional, and ethical standards for the practice of art therapy. The
AATA provides information to its members and the public regarding the field of art therapy
through publications, a scholarly journal, conferences, and a web site ( www.arttherapy.org).
Paula Howie, President of the American Art Therapy Association and board certified Art Therapist,
comments, “Employment opportunities for art therapists in healthcare, community agencies,
education, and independent practice continue to increase for our members. It is exciting
that leading job recruitment services are recognizing the field of art therapy as a cutting edge
career.”
For more information, please contact Cathy A. Malchiodi, AATA Professional Relations, at
info@arttherapy.org, call 888-290-0878, or visit the AATA web site at www.arttherapy.org.
Saturday, September 02, 2006
Leading Elsewhere
Through this class and self-development that goes with it, I now am more ambitious it seems. I'm no longer satisfied with staying where I am at now in all of my places. I'm seeking new things to do and new areas to grow. Certainly areas to lead more in and develop more creative programs. So I'm out looking to expand myself in all areas.
With my private art therapy practice I am trying to talk my partners into moving into a bigger space that we could have 3 studios (at least), an enclosed office for privacy from the waiting area, and a couple of storage places for supplies and client artwork. I want to share space with artists I know that have had a co-op in the past and want to do that again. I found a great place with plenty of display space for them with large street front windows and rooms in the back for us. Some of it needs to be refurbished but that's good as we can make it the way we want. So it's a matter of talking everyone into my idea! I'm working on my partners and trying to herd all the artists into action and movement. I have a month before we have to give notice on our space to get eveyone agreeing and gathering their money for deposits and start-up.
Then for the non-profits to get going more. I am already the identified leader in that arena, so to put plans into place.
Off to chat people up and be the super saleswoman!!!
With my private art therapy practice I am trying to talk my partners into moving into a bigger space that we could have 3 studios (at least), an enclosed office for privacy from the waiting area, and a couple of storage places for supplies and client artwork. I want to share space with artists I know that have had a co-op in the past and want to do that again. I found a great place with plenty of display space for them with large street front windows and rooms in the back for us. Some of it needs to be refurbished but that's good as we can make it the way we want. So it's a matter of talking everyone into my idea! I'm working on my partners and trying to herd all the artists into action and movement. I have a month before we have to give notice on our space to get eveyone agreeing and gathering their money for deposits and start-up.
Then for the non-profits to get going more. I am already the identified leader in that arena, so to put plans into place.
Off to chat people up and be the super saleswoman!!!
Thursday, August 24, 2006
Calling a New Generation of Leaders
Yesterday I read an interesting article in Addiction Professional: Calling a New Generation of Leaders. It's a good article on committing oneself to the field and gives you questions to answer:
Do I feel in my heart that service to this field is what I am personally destined to do with my life? I feel that counseling is and that I seem to do well in addiction counseling and issues related to addiction, such as trauma, co-dependency, etc.
Do I feel there are better ways to respond to the needs of the new generation of clients entering addiction treatment? Absolutely. I think as the field progresses we will be better able to identify what are the needs of clients and what are the underlying dynamics of addiction. I also think needs change with generations in terms of what constitutes health. What stresses a particular generation also changes as our cultures change.
Am I willing to committ myself to the future of this field at a level that transcends particular job roles and organizational affiliations? Yes, I already do this in my job roles. I have taken my position beyond the mere clinician/counselor to include program development, data and outcome tracking/reporting, advocacy, community education, etc.
What core values and core service technologies of the treatment field need to be protected from future dilution, corruption, or abandonment? Intensive and comprehensive case management for the indigent to include services beyond just addiction treatment: vocational services, housing services, transportation and childcare services to overcome obstacles to treatment, treatment in prison/jails or treatment in place of jail for misdemeaners and first time drug offenders, medicated assisted therapy, and more I just can't think of right now.
What unmet needs must the field address in the future? More comprehensive services for co-occurring MH/SA and awareness of MR/SA and the need for more specific treatment programs for MR with addiction.
How can the field best reach the next generation of clients entering addiction treatment? Through increased advocacy, education and training of professionals, and medicaid and other insurance billing.
What unique assets do I possess that can nurture the field's future development? Specialized training in alternative modalities (art therapy, auricular acupuncture, and spiritually based counseling) that have shown to be an asset in counseling. Experience in monitoring and developing specialized programs for specific cultures and environments.
What issues and activities energize me at the highest level? Developing new programs, working on new issues, solving treatment or advocacy problems, and outreaching new people/organizations.
What major contributions or lasting legacy would I like to leave in the field? Innovative programing and successful advocacy.
The article suggests reading about leaders and leadership outside of the field itself: Abraham Lincoln, Cesar Chavez, Frederick Douglass, Mahatma Gandhi, Martin Luther King, Jr., Mother Teresa, Nelson Mandala, Tatanka Yotanka.
more to follow
Do I feel in my heart that service to this field is what I am personally destined to do with my life? I feel that counseling is and that I seem to do well in addiction counseling and issues related to addiction, such as trauma, co-dependency, etc.
Do I feel there are better ways to respond to the needs of the new generation of clients entering addiction treatment? Absolutely. I think as the field progresses we will be better able to identify what are the needs of clients and what are the underlying dynamics of addiction. I also think needs change with generations in terms of what constitutes health. What stresses a particular generation also changes as our cultures change.
Am I willing to committ myself to the future of this field at a level that transcends particular job roles and organizational affiliations? Yes, I already do this in my job roles. I have taken my position beyond the mere clinician/counselor to include program development, data and outcome tracking/reporting, advocacy, community education, etc.
What core values and core service technologies of the treatment field need to be protected from future dilution, corruption, or abandonment? Intensive and comprehensive case management for the indigent to include services beyond just addiction treatment: vocational services, housing services, transportation and childcare services to overcome obstacles to treatment, treatment in prison/jails or treatment in place of jail for misdemeaners and first time drug offenders, medicated assisted therapy, and more I just can't think of right now.
What unmet needs must the field address in the future? More comprehensive services for co-occurring MH/SA and awareness of MR/SA and the need for more specific treatment programs for MR with addiction.
How can the field best reach the next generation of clients entering addiction treatment? Through increased advocacy, education and training of professionals, and medicaid and other insurance billing.
What unique assets do I possess that can nurture the field's future development? Specialized training in alternative modalities (art therapy, auricular acupuncture, and spiritually based counseling) that have shown to be an asset in counseling. Experience in monitoring and developing specialized programs for specific cultures and environments.
What issues and activities energize me at the highest level? Developing new programs, working on new issues, solving treatment or advocacy problems, and outreaching new people/organizations.
What major contributions or lasting legacy would I like to leave in the field? Innovative programing and successful advocacy.
The article suggests reading about leaders and leadership outside of the field itself: Abraham Lincoln, Cesar Chavez, Frederick Douglass, Mahatma Gandhi, Martin Luther King, Jr., Mother Teresa, Nelson Mandala, Tatanka Yotanka.
more to follow
Monday, August 21, 2006
The Enneagram System
Today I finished Bringing Out the Best in Yourself at Work: How to Use the Enneagram System for Success. Very interesting. I find that I am probably a 4, with 5 and 2's as wings. Though I can certainly do most of them at different times. In terms of personality characteristics, I am also a 9 who narcotizes and avoids conflict. I can also see how being a 4, who views conflict as a storm is not particularly effective in a current situation.
It's also interesting to think about where my attention goes in situations, especially at work. What do I prioritize and when do I allow myself to be distracted. Because at times I can get apathetic when I feel helpless about projects, situations, or conflicts. In terms of stress, I can move to being a 2 or during positive stress, becoming a 7. I also self-reference a lot, very much as this analysis says, and can see how it detours conflict resolution.
Interesting book, Thanks Wayde! If it's not on the Blackboard list, I'm going to post it.
Posted my ILDP.
It's also interesting to think about where my attention goes in situations, especially at work. What do I prioritize and when do I allow myself to be distracted. Because at times I can get apathetic when I feel helpless about projects, situations, or conflicts. In terms of stress, I can move to being a 2 or during positive stress, becoming a 7. I also self-reference a lot, very much as this analysis says, and can see how it detours conflict resolution.
Interesting book, Thanks Wayde! If it's not on the Blackboard list, I'm going to post it.
Posted my ILDP.
Friday, August 18, 2006
Supervision
Today finished ILDP. So I'm set with goals and now to do them successfully.
1. Improve personal conflict management style.
2. Improve external awareness and political savvy.
3. Improve oral and written communication for project presentation and report writing.
4. Financial Management.
Next up, start working on project plan. We have already decided to use my marketing/education plan and tool kit for the SA council. I can work on all of these goals in that project and in relationships at work.
1. Improve personal conflict management style.
2. Improve external awareness and political savvy.
3. Improve oral and written communication for project presentation and report writing.
4. Financial Management.
Next up, start working on project plan. We have already decided to use my marketing/education plan and tool kit for the SA council. I can work on all of these goals in that project and in relationships at work.
Monday, August 14, 2006
DSS Meeting
Today I went to DSS to talk to the new benefits staff about my program and how to refer. I gave them the positive statistics about how our clients have gotten a "raise" over the last quarter, on average making 56 cents more an hour; how a couple more are receiving benefits, how a couple more have finished their GED's. They seemed so uninterested in our clients reaching not only their personal goals but goals set forth by the state. It seems they continue to be negative about our program and clients with addictive disorders, despite it's successes. How to get our client's benefits managers more enthused about what we do for our clients and recognize even small successes as significant for TANF recipients in general. Maybe a more interactive presentation instead of the usual power point. Maybe bringing in some of the clients who have graduated. Oh, maybe doing something during Recovery Month at the DSS building!! A lunch and learn for the staff with speakers. Hmmmm.
Friday, August 11, 2006
SA Council Workgroup Meeting
Today Wayde comes to sit in on my hosting the SA Council Workgroup planning meeting. It was interesting as usual. I presented my art book idea to give to the legislators and they approved it. It looks like SAARA may fund it and perhaps DMHMRSAS will contribute. I got each of them to agree to contribute a short commentary for the newsletter on their agency's committment to advocacy for SA funding and enhancing services. A lot of work for me. I guess I am Newsletter Editor, meeting host and organizer. What a good experience this will be.
I met with Wayde after, who clued me in on the hierarchy (which I totally missed) and who is who. The art project looks like it will be my Leadership project.
I met with Wayde after, who clued me in on the hierarchy (which I totally missed) and who is who. The art project looks like it will be my Leadership project.
Thursday, August 10, 2006
Presenting in a State Meeting
I got tasked to be part of a workgroup to get a grant for a new medicated-assisted therapy - buprenorphine. It was fascinating to attend the meeting and presentation. I got told when I got there that I was presenting a small part of the application. So nervous but once I go through my part, I felt at ease and was able to contribute to the meeting from then on. I also got a chance to interact with our Executive Director as he sat beside me. I decided to practice "Power of Person" style from my Leadership Course readings and focused on networking with others and forming connections.
Wednesday, August 09, 2006
Power of Ideas Person (Blackboard)
I would say that most of the time I am a Power of Ideas person. I am definately a less political person and feel uncomfortable having to "play the political games." I perfer to see power as coming from performance, innovation, work, research, etc. With my clients at RBHA, I look toward making the best program for them as I can and broadcast my goals to the team to engender support and help if needed. I continually trust that my work, my ideas, creativity and intuition will be enough to "reward me", promote me, get me raises, get me new projects. I remain continually amazed that it does not always happen that way and that Power of Person people will get promoted over me despite the fact that they do not do as well a job or put as much effort into a project. But I can see how having a better grasp of the political field and the willingness to foster a relationship over job/project competance will get people further. A former supervisor told me, when I complained about this very thing, that expectations about job performance were higher for people like me and so I had a higher level to reach to be considered as "excellent or working above requirement" and that other people had lower expectations for job performance and so therefore could easily exceed expectations because of networking ability and personality and who stay within view of the power people in the agency. I have been told that my personality and work ethic is, in fact, irritating to people who perfer to broker their performance and achieve power through relationships.
So I suppose the risks of being too much a Power of Ideas person is that, these people may end up with more of the actual work and be left out of promotions, advances, credit, etc. At least, that is my experience.
So a balance of being a Power of Ideas person to get projects going and being a Power of Person individual to better market self and product.
So I suppose the risks of being too much a Power of Ideas person is that, these people may end up with more of the actual work and be left out of promotions, advances, credit, etc. At least, that is my experience.
So a balance of being a Power of Ideas person to get projects going and being a Power of Person individual to better market self and product.
Tuesday, August 08, 2006
Vision into Reality (Blackboard)
Share 4 things you as a leader can do to translate your vision into reality in your organization? What kinds of things should you as a leader do on a daily basis to manage the transition from the "old culture" to the "new vision."
1. Maintain a strong understanding of the population we serve, the community in which our population resides and the changing needs of both.
2. Foster positive relationships with peers/team mates within the organization and with community organizations that partner with us to facilitate creating/changing programs.
3. Research my ideas to provide evidence of success in other areas and encourage faith in making change.
4. Be flexible, motivated, speak with clarity, and be excited about my ideas to promote good faith and generate collaboration.
1. Maintain a strong understanding of the population we serve, the community in which our population resides and the changing needs of both.
2. Foster positive relationships with peers/team mates within the organization and with community organizations that partner with us to facilitate creating/changing programs.
3. Research my ideas to provide evidence of success in other areas and encourage faith in making change.
4. Be flexible, motivated, speak with clarity, and be excited about my ideas to promote good faith and generate collaboration.
Vision (Blackboard)
1. What is vision and why it is important to an organization and the success or failure of its leader.
An organization cannot grow, maintain effectiveness, attend to it's mission, or provide an exciting atmosphere for employees to work in without vision and the implementation of vision. Vision is the ability to evolve and change with the pace and ahead of the pace of it's consumers, audience, partners, recipients, etc. It is the anticipation of what is needed next, of what will improve services or innovate a better product. A leader succeeds who has vision for his/her field/organziation. A leader with vision motivates employees/partners to work harder to implement the ideas/changes that are presented. A leader with vision inspires confidence, excitement, solidarity, and committment from employees/partners.
2. Develop a short Vision Statement for your organization or area of the organization. If your organization already has one, pretend as if it does not and you have been tasked with developing one. What do you feel the vision should be? In developing your vision, you should ask your self the five questions listed in Part II: Developing the Vision.
The vision for a BHA/CSB needs to primarily consider both the needs of the community as a whole and the needs of it's individual members. The value of a BHA/CSB to the community is the provision of mental health, substance abuse, mental retardation, and crisis services to the indigent. The role of a BHA/CSB is often as a middle-man or mediater between the individuals it serves and the larger community in which the individual resides and works. The larger community may not want to or is able to provide the safe housing, adequate employment, or appropriate health care that indigent consumers need. The BHA/CSB plays many roles (services provider, lobbyist, politician, researcher) in navigating stigma, lack of funding, lack of resources, lack of jobs, lack of transportation, violence in the communities, poor educational opportunities, and poor health care in the efforts to serve the needs of it's consumers. A BHA/CSB must have a strong sense of the needs of it's individual consumers and the needs of the larger community along with the vision to anticipate and implement the future needs of both.
An organization cannot grow, maintain effectiveness, attend to it's mission, or provide an exciting atmosphere for employees to work in without vision and the implementation of vision. Vision is the ability to evolve and change with the pace and ahead of the pace of it's consumers, audience, partners, recipients, etc. It is the anticipation of what is needed next, of what will improve services or innovate a better product. A leader succeeds who has vision for his/her field/organziation. A leader with vision motivates employees/partners to work harder to implement the ideas/changes that are presented. A leader with vision inspires confidence, excitement, solidarity, and committment from employees/partners.
2. Develop a short Vision Statement for your organization or area of the organization. If your organization already has one, pretend as if it does not and you have been tasked with developing one. What do you feel the vision should be? In developing your vision, you should ask your self the five questions listed in Part II: Developing the Vision.
The vision for a BHA/CSB needs to primarily consider both the needs of the community as a whole and the needs of it's individual members. The value of a BHA/CSB to the community is the provision of mental health, substance abuse, mental retardation, and crisis services to the indigent. The role of a BHA/CSB is often as a middle-man or mediater between the individuals it serves and the larger community in which the individual resides and works. The larger community may not want to or is able to provide the safe housing, adequate employment, or appropriate health care that indigent consumers need. The BHA/CSB plays many roles (services provider, lobbyist, politician, researcher) in navigating stigma, lack of funding, lack of resources, lack of jobs, lack of transportation, violence in the communities, poor educational opportunities, and poor health care in the efforts to serve the needs of it's consumers. A BHA/CSB must have a strong sense of the needs of it's individual consumers and the needs of the larger community along with the vision to anticipate and implement the future needs of both.
Risk (Blackboard)
Feeling emboldened when I returned, I tried to address what I have viewed as disrupted communication with a manager. I had felt that our relationship had been deteriorating over the last month. The issues revolved around communication, or lack thereof, body language, and reduced interactions that resulted in my feeling less a part of my unit. I don't think I presented my issues with as much dignity as I would have liked, but I got my point across. However, I did not feel particularly "heard" or taken seriously. My risk was in laying it out there, all that I was feeling, what my perceptions of her behavior and communications were, and saying directly that I was unhappy in my job. I'm still here, and communication continues with ups and downs. I do feel better for bringing up my issues, although it may not actually change anything.
Partnering and Creativity & Innovation (Blackboard)
I think one important area in Leadership are to have skills in partnering with other agencies, providers, consumer groups, etc. For agencies, such as CSB's, who serve a large portion of their areas, interacting with other agencies is part of their program. The ability to work with other agencies, seek out partners to join resources to serve consumers, and join resources to maximize funding is essential.
Along with this is the need to create and innovate one's services. The needs of consumers change as the economy changes, as federal regualtions change, as health care provider services change, and as the dynamics of the community changes. One needs to have a vision of what consumers need in the present and also to envision what consumers will need in the future. Along with this vision to create and innovate is to keep an awareness of what other providers are offering, how they are changing their services and structures, and how all this will impact your organization and your consumers.
In looking back at my jobs, I can see the difference in how I maintained interest in my job as influenced by a leader's communication style. Certainly when I have felt listened to and have understood communications from leaders, I have performed better. I have felt discouraged and de-motivated when a leader exhibits poor communication skills and poor interpersonal skills. I can also see how I can influence better responses from people I lead when I take time to make myself understood and communicate positively and with interest.
In my choosing creativity and innovation, comes the need for vision. A leader cannot direct progress without having the vision to see the future needs and how to create and implement such needs. This often takes making unusual choices and thinking outside of the box.
And so political savy goes hand in hand with vision, creativity and partnering. A leader of any agnecy or program needs to be able to navigate the different arenas of influence on his/her organization. Influences that range from impoverished consumers to lobbyists and politicians
Along with this is the need to create and innovate one's services. The needs of consumers change as the economy changes, as federal regualtions change, as health care provider services change, and as the dynamics of the community changes. One needs to have a vision of what consumers need in the present and also to envision what consumers will need in the future. Along with this vision to create and innovate is to keep an awareness of what other providers are offering, how they are changing their services and structures, and how all this will impact your organization and your consumers.
In looking back at my jobs, I can see the difference in how I maintained interest in my job as influenced by a leader's communication style. Certainly when I have felt listened to and have understood communications from leaders, I have performed better. I have felt discouraged and de-motivated when a leader exhibits poor communication skills and poor interpersonal skills. I can also see how I can influence better responses from people I lead when I take time to make myself understood and communicate positively and with interest.
In my choosing creativity and innovation, comes the need for vision. A leader cannot direct progress without having the vision to see the future needs and how to create and implement such needs. This often takes making unusual choices and thinking outside of the box.
And so political savy goes hand in hand with vision, creativity and partnering. A leader of any agnecy or program needs to be able to navigate the different arenas of influence on his/her organization. Influences that range from impoverished consumers to lobbyists and politicians
Saturday, July 29, 2006
Blackboard - Goals
My goals in attending this seminar are to learn to be more focused, to communicate better with peers and supervisors. I feel at times, my "go getter" personality gets in the way with my supervisor. So I am hoping to learn better interpersonal skills in working with supervisors.
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