Sexual Assault DEMONSTRATION INITIATIVE Enhancing Sexual Assault Services eNewsletter – Winter 2015 {Image: Upper right-hand corner, Sexual Assault Demonstration Initiative logo: large silhoutte of a tree and roots in the ground} IN THIS ISSUE SADI Site Program Development Page 1 Building Communities of Care Page 2 Site Updates Pages 3 Building Strong and Healthy Organizations Pages 4-7 New Releases Pages 8-9 About The Project Page 10 The Organization Page 10 Page 1 SADI Site Program Development Responsive Sexual Assault Serivces Looking back, it was a busy 2014 for SADI Project Sites! As sites continue to implement their individualized plans for the Sexual Assault Demonstration Initiative the focus is on defining, developing and enhancing trauma informed services. This edition of the SADI eNewsletter focuses on key lessons learned about developing responsive sexual assault services. You will find information on tools and approaches to help multi-service programs build trauma informed organizations. For more info on the project, visit www.nsvrc.org/sadi 2014 NATIONAL SEXUAL ASSAULT CONFERENCE SADI Team members shared lessons You can access presentation materials from the conference online: To access Organizational Trauma and Resiliency by Cat Fribley and Kris Bein, visit http://tinyurl.com/NSAC2014a To access Organizational Change According to Cats by Sally J. Laskey and Kris Bein, visit http://tinyurl.com/NSAC2014b (PowerPoint) and http://tinyurl.com/NSAC2014c (worksheet). {Image:NSVRC official logo and National Sexual Assault Coalition Resource Sharing Project official logo} Page 2 Building Cultures of Care Guide offers tips on creating trauma-informed services {Image: Building Cultures of Care cover image of the sun shining through a forest} Understanding trauma is critical to providing quality services to sexual assault survivors. Through the demonstration initiative we have gathered critical tools to help guide programs in developing more trauma informed services. We recommend that programs take an inventory of their work with the help of the Building Cultures of Care publication. This guide provides information to support sexual assault services programs in strengthening their organizational and individual responses to survivors of sexual violence through the use of a trauma-informed approach. It includes information on: • Understanding trauma • Defining trauma-informed services • Core principles of trauma-informed services • Spheres of implementation • A guide for integrating trauma-informed services To download a free copy, visit http://tinyurl.com/lfyaa58 {Image: inside cover of building cultures of care guide with image of a park with lake, benches and sun shining through autumn trees} Side bar on left-hand side of page 2: MORE ABOUT SADI The Sexual Assault Demonstration Initiative (SADI) is the first large-scale project to dedicate resources, support and replicable tools for dual/multiservice programs who want to enhance services for sexual assault survivors. National Sexual Violence Resource Center (NSVRC) 123 North Enola Drive, Enola, PA 17025 Toll free: 877-739-3895 Fax: 717-909-0714 TTY: 717-909-0715 Email: resources@nsvrc.org www.nsvrc.org www.facebook.com/nsvrc www.twitter.com/nsvrc Resource Sharing Project (RSP) 3030 Merle Hay Rd. Des Moines, IA 50310 Phone: 515-244-7424 Email: rsp@iowacasa.org www.resourcesharingproject.org This publication is supported by Grant No. 2009-TA-AX-K011 awarded by the Office on Violence Against Women, U.S. Department of Justice. The opinions, findings, conclusions, and recommendations expressed in this publication are those of the author(s) and do not necessarily reflect the views of the Department of Justice, Office on Violence Against Women. © National Sexual Assault Coalition Resource Sharing Project and National Sexual Violence Resource Center 2015. All rights reserved. Page 3 Building Cultures of Care Lessons from the sites As demonstration sites have been working with the Building Cultures of Care as a guide for their work they have examined their policies, developed new services and continue to explore how to best meet the needs of sexual assault survivors in their community. Below are some lessons from each site about what they have learned related to trauma-informed services. Shelter, Inc., in Michigan Through the guidance of SADI, Shelter, Inc.'s Oscoda location has transitioned from a traditional service model to an outreach program. This has helped us to respond to sexual assault in a trauma-informed way, collaborate more effectively with community partners, and reach more survivors with quality services. Gila River Indian Community Crime Victim Services, in Arizona When GRIC staff returned from the learning exchange our first action step was to review policies and implement trauma-informed practices. As a staff we also came together to review our forms, as we identified this as a barrier to services and decided to make it less file focused and more survivor centered with listening as our #1 tool. Family Violence & Rape Crisis Services, in North Carolina FVRC has begun offering Art+Discussion, Art+Movement=Healing (incorporating MELT & gyrokenesis with body mapping to allow survivors to safely experience movement, reconnect with their bodies, and interpret those experiences visually), and teen-specific groups. We are planning to create a half-day workshop for male survivors, and hopefully, one for secondary survivors soon.DOVES, in Nebraska DOVES staff members now carry small bags of tactile items for survivors to hold, manipulate and play with during times of stress. This project is symbolic of our work to understand that it’s often the little things that make a big difference to trauma survivors. We were blessed to have a survivor help us create these bags – she wished someone had given her something similar when she sought help after being sexually assaulted. New York Asian Women’s Center, in New York City NYAWC is reviewing its policies, guidelines, and model of practice (i.e. consistent hotline and in-person message of informed consent, structure of first contact with survivors, incorporating trauma-informed practices into our model of practice, etc.) from the lens of trauma-informed approach to ensure that in every aspect and step of our work, survivors are well informed of their rights and options and that their choices are respected and honored. Page 4 {Image: Two middle-aged females are sitting in coffee shops holding mugs and talking} Trauma and Resiliency Building Strong and Healthy Organizations What is organizational trauma and why do we need to pay attention to it? Similar to general advocacy work, leaders and stakeholders at sexual assault programs have to do the hard work of rethinking and restructuring systems to create better experiences for survivors. Most of the time this work happens outside of our agencies. Other times, turning that attention to the systems at play in your own organization creates the kind of growth and change that helps your program stay strong and healthy. This requires that we all pay attention to our work environment, culture, practices and policies. This thoughtful attention can empower board members and directors in their leadership and stewardship of the agency. It will help you to develop and nurture staff, volunteers and community partners that provide caring and impactful services for survivors. The work you do with survivors is hard and constant. Exposure to trauma on a daily basis can unsettle the health and strength of the organization over time. The strategy to build and maintain healthy organizations is twofold: 1. Recognize and address organizational trauma. 2. Build organizational resiliency. Page 5 Organizational trauma is a term used to describe the collective experience of an organization or agency that is experiencing overwhelming effects of transition, loss or change. Actions or events from both outside or inside, from a series of events that happen over time, or from the nature of the work itself (such as crisis work) can lead to this experience. (Vivian & Hormann, 2013) Much like individual trauma, organizational trauma can cause ongoing crisis, shifts in behavior, and feelings of grief or powerlessness. A first step is to recognize the factors that may contribute to organizational trauma and the actions that promote healing. (T. C. Preston, personal communication, June 15, 2014) Organizations must change over time. The change can be difficult, and may involve some growing pains. Including all stakeholders in the process will promote buy-in and healthy transitions. We can all be facilitators for growth and change in our organizations. It is imperative for leaders to create opportunities to discuss losses and cultivate new ideas. Strengthening organizational resiliency can help to reduce organizational trauma and support healthy development and program sustainability. {Pop out: Learn more about what to look for and what you can do. Tips for building strong and healthy organizations, Pages 6-7.} Key elements of the organizational resiliency model are described below (Lord & O’Brien, 2007): Individual characteristics of resiliency • Personal perspective and meaning • A sense of hope • Healthy coping practices • Strong relationships • Self-knowledge and insight Organizational characteristics of resiliency • Proactive policies to reduce trauma are implemented and reviewed • Trauma informed supervision techniques are developed and used • Competency based training is offered to all staff and volunteers with specific focus on resiliency factors • Learning organization and opportunities to share knowledge, opinions, and insights {Image: Two male co-workers and one female co-worker are gathered around a desk looking at a piece of paper and talking and smiling} References Lord, J. H., & O’Brien, K. (2007). Developing resilience. National Victim Assistance Academy,Track 1: Participants Text (Chap. 10, 1-40). Retrieved from the Vermont Center for Crime Victim Services: http://tinyurl.com/Developing-Resilience Vivian, P. & Hormann, S. (2013). Organizational trauma and healing. North Charleston, S.C.: CreateSpace. Page 6 & 7 TRAUMA AND RESILIENCY: Tips for building strong and healthy organizations {The following information is presented in a table format on page 6 & 7} Organizational symptom Ignoring or minimizing trauma What to Watch For • Staff think that their own trauma experiences are less important than survivors they are supporting • “Ranking” severity of survivors’ trauma • Staff are uncomfortable discussing the impact of their work on personal lives • Staff or directors don’t acknowledge difficult experiences • Actions you can take • Encourage staff to read about the impacts of trauma • Hold trainings on common trauma responses • Read up on secondary trauma, vicarious trauma, and trauma stewardship • Encourage breaks, vacations, and in-office self-care Organizational symptom Lack of recognition that the very nature of the work affects the culture of the organization What to watch for • Feelings that a staff member isn’t cut out for this work • Personality conflicts • Feelings of resentment • Detachment from meetings and learning opportunities Actions you can take • Regularly revisit your agency’s mission, vision, and core values • Consider the ways that everyday stressors can be made more challenging by trauma exposure Organizational symptom Organizational amnesia What to watch for • Staff don’t recognize that past traumatic events impact their work in the present • No one talks about a difficult time • Unspoken understanding that challenges or setbacks are not to be discussed Actions you can take • Provide both individual and group opportunities for reflection on past events • Reflect on the subtle or non-verbal ways that leaders react to discussion of challenges Organizational symptom Limited/limiting attitudes and worldview What to watch for • Organization-wide feelings that other offices, systems, agencies or people can’t be trusted • Unwillingness to explore new community collaborations or opportunities • Policies, procedures and rules are not regularly updated Actions you can take • Regroup, reframe, and keep trying with challenging partners • Seek opportunities for connecting with other agencies and groups • Implement a regular schedule for revising organizational policies Organizational symptom Staff feel disconnected from leadership What to watch for • Agency does not have a transition plan • Decision-making power is centralized or limited • Few opportunities for discussion about agency-wide changes or decisions exist • Resistance to change or leadership turnover Actions you can take • Work with your board on transition and sustainability planning • Provide training for supervisors on leadership • Communicate unpopular or new policy changes in person Organizational symptom Lack of communication What to watch for • Not all staff are aware of changes made in the agency • Over-reliance on one form of communication (i.e. email) • Limited opportunity for open discussion in meetings • Supervision is skipped or regularly rescheduled Actions you can take • Explore different communication styles and needs with your staff • Consider the healthiest way to deliver challenging news • Open up discussion in meetings • Be flexible with your staff’s changing needs Organizational symptom Lack of inclusion What to watch for • Staff feel frustrated about changes • Limited opportunity to participate in agency-wide decisions • Routine blank stares or silence in meetings Actions you can take • Provide opportunities for staff to learn about changes • Encourage participation in decision-making whenever possible • Regularly hold supervisory meetings and encourage two-way feedback and discussion Page 8 & 9 New Releases A variety of publications have been created to support this project. You can download those publications at the links below. 1. Building Cultures of Care: A Guide for Sexual Assault Services Programs This guide provides an overview of the core principles of trauma-informed care and guiding points and questions to help organizations build cultures grounded in the philosophy of trauma-informed service delivery. Download a free copy at http://tinyurl.com/lfyaa58 2. Building Comprehensive Sexual Assault Programs This resource provides general information and examples about comprehensive sexual assault services as a tool for program development. It is not an exhaustive list, but a list of resources to be used to begin a discussion or assessment or organizational efforts to address sexual violence. Download a free copy at http://tinyurl.com/q3czqtk 3. Self-Care and Trauma Work This document provides a brief overview of vicarious trauma and how to take care of yourself when working to address sexual violence. Download a free copy at http://tinyurl.com/q5yyubs 4. Trauma Informed Advocacy and Services Recommended Reading This recommended reading list was developed for the National Sexual Assault Demonstration Initiative to assist organizations in strengthening trauma-informed advocacy and services Download a free copy at http://tinyurl.com/nbsxdo3 5. Listening to Our Communities: Community Assessment Toolkit This toolkit focuses on key tools and skills for conducting community assessments in order to strengthen services for sexual assault survivors. It is written specifically for multi-service programs, but will be useful for most victim service programs. Download a free copy at http://tinyurl.com/lo6rjav 6. Multi-service Programs and the Essentials of Sexual Assault Services This annotated bibliography is for advocates, policy makers and allies to help inform their work of meeting the needs of sexual assault survivors. This document provides the best available research to explore sexual assault program services and the challenges with meeting sexual assault survivors’ needs in multi-service programs. Download a free copy at http://tinyurl.com/qabp5k5 Page 10 & 11 ABOUT THE PROJECT What is SADI? The Sexual Assault Demonstration Initiative (SADI) is the first large-scale project in the United States to address the challenges dual domestic violence and sexual assault/multi-service programs face in reaching sexual assault survivors by dedicating resources, support, and replicable tools tailored specifically to the needs of those programs. The SADI will develop a range of innovative outreach tools, service models, and agency structures to discover best practices and needed action in reaching more sexual assault survivors with comprehensive quality care. For more, check out this video on YouTube http://tinyurl.com/cx9ht75 {Image: United States with SADI site's states highlighted; Arizona, Michigan, Nebraska, New York, and North Caroline} THE ORGANIZATIONS {Image: NSVRC official logo} The Pennsylvania Coalition Against Rape created the National Sexual Violence Resource Center (NSVRC) in 2000 to identify, create and disseminate resources to assist those working throughout the country to address and prevent all forms of sexual violence. NSVRC identifies sexual violence as a public health, social justice, and human rights issue, and collaborates with experts using a variety of strategies, to create a culture free from sexual violence, and one that responds appropriately and compassionately to survivors. NSVRC believes that through collaboration, prevention, and research-based resources, we are making the world safer and healthier. {Image: RSP official logo} The National Sexual Assault Coalition Resource Sharing Project (RSP), a collaborative project of Iowa Coalition Against Sexual Assault, North Carolina Coalition Against Sexual Assault, and Washington Coalition of Sexual Assault Programs, works to end sexual violence and increaseservices available to sexual violence survivors by developing tools, providing technical assistance and training, and otherwise assisting rape crisis centers and state, tribal and territorial sexual assault coalitions. The RSP provides technical assistance, support, and the dissemination of peer-driven resources for all state and territorial sexual assault coalitions, SASP administrators, and Rural Grantees that are dual/multi-service advocacy agencies. Through deep connections to coalitions, service providers, and survivors, the RSP is at the cutting edge of identifying emerging issues, advancing promising practices, and synthesizing the voices and experiences across the nation into coherent best practice models. {Image: NAPIESV official logo} National Organization of Asian Pacific Islander Ending Sexual Violence (NAPIESV) is a national organization established by Asian and Pacific Islander anti-sexual assault advocates to give voice to the experiences of Asian and Pacific Islander women and girls who are victims of sexual assault. NAPIESV’s goal is to provide technical assistance to culturally and linguistically specific organizations that are currently serving or attempting to serve victims of sexual assault in Asians and Pacific Islander communities. {Image: MNCASA official logo} The Minnesota Indian Women’s Sexual Assault Coalition is a statewide membership tribal coalition, and a national technical assistance provider; working to end sexual violence against Native women and children. Our membership is comprised of advocates and others who are working to end violence in Native communities in Minnesota, and include Native and non-Native; male and female, individual and organizational members. We provide technical assistance to the Tribal Sexual Assault Services Program grantees nationwide to develop, enhance, or strengthen their sexual assault services. Our vision is to: Create Safety and Justice Through the Teachings of Our Grandmothers.