Crisis Counseling Assistance and Training Program Regular Services Program Phasedown Training

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Crisis Counseling Assistance and Training
ProgramRegular Services ProgramPhasedown
Training
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Objectives

• Upon completing this training, participants will
  be able to do the following
• Identify the issues associated with RSP
  phasedown.
• Continue to engage in strategies that build
  individual and community resilience.
• Develop strategies to leave a legacy for
  survivors, the community, and staff.
• Identify strategies to address staff morale, and
  future plans.
• Develop a written phasedown plan.
• Prepare programmatic and fiscal closeout reports.

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Table of Contents

• Section 1RSP Phasedown Components
• Section 2Assessing the Need for Services
• Section 3Phasedown Considerations
• Section 4Leaving a Legacy
• Section 5Reporting Requirements
• Section 6Phasedown Plan

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Section 1RSP Phasedown Components

• Phases of Disaster Related to Phasedown
• Preparing for Phasedown
• Other Considerations

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Phases of Disaster Related to Phasedown
Collective reactions
Adapted from the Center for Mental Health
Services, 2000.
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Preparing for Phasedown

• The CCP should consider how it will
• Address individual survivor needs.
• Address community needs
• Interface with the community
• Identify long-term community resources and
• Transition services to the community.
• Leave a legacy.
• Address staff concerns and needs (such as stress
  management, morale, and future planning).
• Meet Federal program and fiscal reporting
  requirements.

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Preparing for Phasedown (cont.)

• Assess the need Identify the survivors and
  at-risk populations most likely to require
  ongoing services.
• Identify behavioral health capacity Determine
  the capacity of State and local agencies to meet
  survivors needs.

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Preparing for Phasedown (cont.)

• Identify other supports Participate in meetings
  with long-term recovery groups to determine
  additional community supports.
• Develop a written phasedown plan Identify
  ongoing needs, supports to address these needs,
  and a plan to help survivors and communities
  access these supports.

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Other Considerations

• Remember that the CCP supports, but does not
  replace, community infrastructure.
• Transitioning services to local organizations is
  a key component of the CCP model and an important
  sign of recovery.
• The phasedown process encourages communities to
  take responsibility for individual and community
  needs.

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Section 2Assessing the Need for Services

• Assessing Individual and Community Needs
• Identifying Behavioral Health Capacity
• Identifying Other Disaster-Related Services

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Assessing Individual and Community Needs

• Review the needs assessment, and analyze the
  collected data in order to do the following
• Determine populations and areas still in need or
  yet to be served.
• Identify at-risk populations still in need or yet
  to be served.
• Identify those who are in need but have not
  accepted services.

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Identifying Behavioral Health Capacity

• Contact local service providers to determine
  availability of and capacity to deliver related
  services.
• Contact academic, private, voluntary, and
  faith-based organizations to determine
  availability of and capacity to deliver related
  services.
• Once services are identified, ensure short- and
  long-term referral mechanisms are in place.

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Identifying Other Disaster-Related Services

• Obtain specific information about services
  provided by other agencies and private
  organizations
• Types and duration of services
• How to access and determine eligibility for
  services and
• Cost.

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Section 3Phasedown Considerations

• Survivor Considerations
• Community Considerations
• Staff Considerations

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Survivor Considerations

• The CCP ensures that the long-term needs of
  survivors are met.
• By phasedown, the CCP may have served and
  transitioned many of these individuals to
  community, familial, or traditional treatment
  supports.
• At phasedown, the CCP needs to ask the following
  
• How many individuals are we still serving?
• How will we transition them to existing supports?
• How will we handle newly identified survivors who
  may request services?

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Survivor Considerations (cont.)

• During phasedown crisis counselors should
• Help survivors reflect on the progress they have
  made.
• Reiterate the message of hope, recovery, and
  resilience.
• Assist survivors to reflect on the coping skills
  that have been most useful.
• Encourage survivors to continue to set and
  prioritize goals.

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Survivor Considerations (cont.)

• Ensure that survivors are aware of existing
  services and knowledgeable about referral
  mechanisms.
• Continue to utilize public messaging and
  distribution of educational materials to
  communicate how to access resources.
• Assess and refer those in need to local substance
  abuse and mental health providers.

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Survivor Considerations (cont.)

• Adult Assessment and Referral Tool
• Used to facilitate referrals to more intensive
  behavioral health services.
• First used during a third individual crisis
  counseling encounter.
• Measures risk categories and event reactions
  using a structured interview approach.
• If a person scores three or more intense
  reactions (ones scored 4 or 5), then referral for
  more intensive services should be discussed.

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Community Considerations
Typical partners
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Community Considerations (cont.)

• Inform the community about the project phasedown.
• Inform community service providers of the
  transitioning of services.
• Enhance community-resilience activities and
  distribution of educational materials.

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Community Considerations (cont.)

• Meet with community partners to provide
  opportunities for connections and lasting
  relationships.
• Participate in community resilience events or
  opportunities that support community recovery.
• Plan a public messaging campaign that does the
  following
• Announces the project phasedown while emphasizing
  the completion of the goals by the time-limited
  CCP
• Acknowledges progress toward recovery and
• Provides information about available community
  services.

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Staff Considerations

• Separation from valued work.
• Ending relationships with disaster survivors and
  coworkers.
• Decreased morale as the program comes to an end.
• Job loss and new job search.
• Returning to nondisaster work.
• Stress related to disaster work and phasedown.

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Staff Considerations (cont.)

• Ensure that staff are involved in the
  determination of the project end date.
• Give staff members the opportunity to share
  experiences and reflect on accomplishments.
• Connect staff with employment resources (e.g.,
  resume writing or job search workshops).
• Provide references for new jobs.
• Provide opportunities or ceremonies for
  recognition of work.
• Encourage staff to practice stress management
  techniques.

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Section 4Leaving a Legacy

• What Is a Legacy?
• Legacy for Survivors
• Legacy for the Community
• Legacy for Staff
• Strategies for Leaving a Legacy

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What Is a Legacy?

• Answer the following questions in relation to
  individual survivors, the community, and the
  staff
• What does legacy mean?
• Who is the legacy for?
• What are some tangible expressions of the legacy
  (e.g., educational materials, rituals and
  artifacts, best practices)?

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Legacy for Survivors

• Knowledge of the behavioral health effects of
  disaster.
• Improved coping skills.
• Knowledge of community resources.
• The ability to access existing supports.
• The establishment of personal rituals.

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Legacy for the Community

• A cadre of staff trained in disaster behavioral
  health response.
• A more collaborative provider network.
• A community that is better educated about
  disasters and their behavioral health effects.
• Enhanced resilience.
• Established rituals and
  commemorations.

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Legacy for Staff

• An improved skills set.
• A feeling of satisfaction and self-worth.
• Improved coping and stress management skills.
• Networking opportunities.
• Community connections.
• Job opportunities.

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Strategies for Leaving a Legacy

• Create public health messages about recovery,
  social support, and help seeking.
• Leave educational materials and self-help
  resources with community partners.
• Include comprehensive data and best practices in
  the final program report.
• Provide training and consultation to health
  providers and community leaders.

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Strategies for Leaving a Legacy (cont.)

• Maintain a database of trained crisis counselors
  and partner agencies for use in future disasters.
• Encourage low-cost or no-cost community projects
  and collaborations that can continue in an
  in-kind capacity.
• Determine if the hotline or helpline can remain
  the main referral source.

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Section 5Reporting Requirements

• Why Is Reporting Important?
• Due Dates for RSP Final Reports
• Strategies for Meeting Reporting Requirements

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Why Is Reporting Important?

• A comprehensive final report
• Tells the story of the disaster and the CCP.
• Identifies best practices.
• Documents programmatic and fiscal accountability.
• Provides recommendations to State and Federal
  staff.
• Is an essential part of the legacy of the CCP.
• Becomes a public document.

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Due Dates for RSP Final Reports

• Final program reportA completed report is due 90
  days after the end date of the program and should
  include the following
• The CCP database (copied onto two disks) and
• Attachments of educational materials developed.
• Final fiscal reportA completed Standard Form
  269a Financial Status Report is due 90 days after
  the end date of the program.

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Strategies for Meeting Reporting Requirements

• The final report should tell the story of the
  CCP.
• Include information about the State and all
  service providers.
• Involve local provider staff in compiling the
  data and creating the final report.
• The final report should reflect the activities
  and accomplishments of the entire program.
• Include information on program phasedown and
  legacy.

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Strategies for Meeting Reporting Requirements
(cont.)

• Refer to the final report format when preparing
  the report.
• Incorporate the vision of the program by
• Identifying its greatest accomplishments
• Describing challenges and how they were overcome
  and
• Reflecting on how the community has benefited
  from the program.

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Section 6Phasedown Plan

• Planning for Phasedown
• Developing a Written Phasedown Plan

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Planning for Phasedown

• Analyze program data, and assess provider
  activity to determine when to begin the formal
  phasedown process.
• Consider an early phasedown if there is a greatly
  reduced need.
• Update outreach and service-delivery approach to
  accomplish phasedown.
• Adjust staffing levels according to remaining
  need.

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Planning for Phasedown (cont.)

• Ensure that media messaging is appropriate to
  phasedown.
• Involve the staff in determining the end date of
  program.
• Prepare final provider reports.

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Planning for Phasedown (cont.)

• The CCP should
• Further identify needs and resources (service
  capacity).
• Participate in an unmet-needs or long-term
  recovery committee.
• Develop strategies for addressing continued
  service needs of survivors and at-risk
  populations.
• Develop referral protocols for linking survivors
  with continued services.
• Continue to distribute educational materials.
• Adjust media messaging to reflect phasedown.

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Developing a Written Phasedown Plan

• The phasedown plan should address
• Remaining survivor needs.
• Remaining community needs.
• Remaining needs of the staff and staffing issues.
• Strategies to address these needs.
• Final messaging.
• Final reporting activities.

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SAMHSA Disaster Technical Assistance Center

• SAMHSA DTAC supports SAMHSAs efforts to prepare
  States, Territories, and local entities to
  deliver an effective behavioral health response
  during disasters.
• Toll-Free 1-800-308-3515
• E-Mail dtac_at_esi-dc.com
• Web www.mentalhealth.samhsa.gov/dtac