Self-Care

Trauma-Informed

Organizations

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Research: Trauma-Informed Organizations

Change Package: Self-Care

Domain

Supporting policies and practices that care for … physical well-being

A state of physical well-being is not just the absence of disease. It includes lifestyle behavior choices to ensure health; avoid preventable diseases and conditions; and live in a balanced state of body, mind, and spirit.

..emotional well-being

The ability to practice stress management techniques, be resilient, and generate the emotions that lead to good feelings.

…relational well-being

Relationships and connections are important for well-being and can offer support during difficult times. Well-being involves building healthy, nurturing, and supportive relationships, as well as fostering a genuine connection with those around you.

…cognitive well-being

Cognitive well-being refers to how people evaluate their lives overall (life satisfaction) and specific life domains (e.g., job satisfaction, marital satisfaction). Aspects of cognitive or psychological well-being include self-realization and pleasure.

Being mindful of vicarious trauma and compassion fatigue

Being in a stressful environment hearing about trauma affects both staff and consumers who may suffer vicarious trauma. Compassion fatigue is a condition characterized by emotional and physical exhaustion leading to a diminished ability to empathize or feel compassion for others, often described as the negative cost of caring. Organizations must be mindful of these natural consequences of the work, while working to support those suffering these conditions.

Staff Experience

  • Develop a written policy for staffing patterns that explicitly supports employees in receiving paid time off for both self-care and sick leave.
  • Review current policies for staff mental health support and social support services (e.g., employee assistance programs, rent/utilities assistance for staff, etc.).

  • Provide staff time and space to talk about how their work is personally affecting them.
  • Ensure there is regular programming during working hours designed solely for staff self-care. These may include:
    • Staff/fun retreats
    • Weekly meditation/yoga sessions
    • Quiet room/”Zen den”
  • Explicitly ask staff privately and in group settings about their workload, and adjust staffing patterns as needed to support staff self-care and optimal effectiveness (e.g., build in time for notes).
  • Ensure “break” signs are available for all offices that have doors.
  • Create an opportunity annually for helping staff organize spaces and clear clutter.
  • Assess the frequency of bathroom checks/cleaning that are optimal for the number of consumers and staff in the building.

  • Provide elements of nature within the program (e.g., fountain/running water, nature sounds, plants, natural light), and/or provide staff opportunities to be in nature (e.g., picnic table in the shade, walking path in garden).
  • Ensure public spaces and offices have artwork that displays positive and hopeful imagery.
  • Create and promote a dedicated space for staff to relax and de-stress.
  • Provide technology and equipment to create background/nature sounds or soft music in public and private spaces.
  • Provide resources to neutralize odors in public spaces, understanding that some health conditions make strong perfumes or air fresheners uncomfortable. Provide aromatherapy items for self-care rooms and spaces.
  • Ensure wall décor/paint colors in treatment rooms and offices are vivid and cool.
  • Prioritize and work to optimize staffing patterns that support staff. Human resources works to procure staffing resources to support current staff with workload; for example, the organization works to hire additional staff using grants or other workforce recruitment resources, contacts higher education institutions for interns/practicum students, or recruits volunteers.

  • Ensure there is a standing agenda item explicitly asking about the impact the work has on the supervisee.
  • Coach supervisors to respond in a non-judgmental manner and not to offer advice or solutions unless solicited by the supervisee.
  • Ensure a self-care plan is developed with each employee, and regularly ask about self-care practices and supervisees’ self-care plans.
  • Ask supervisees annually in an open-ended manner about any professional development, training or other support opportunities they would enjoy to assist in work-related challenges and difficulties.

  • Ensure there is a standing agenda item explicitly asking about the impact the work has on the supervisee.
  • Coach supervisors to respond in a non-judgmental manner and not to offer advice or solutions unless solicited by the supervisee.
  • Ensure a self-care plan is developed with each employee, and regularly ask about self-care practices and supervisees’ self-care plans.
  • Ask supervisees annually in an open-ended manner about any professional development, training or other support opportunities they would enjoy to assist in work-related challenges and difficulties.
  • Encourage staff to openly and frequently express joy, fun, and humor.
  • Encourage staff to take breaks and rest.
  • Model leaving work at work, taking breaks, and setting limits.
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