Trauma-Informed in Name
When the research on trauma, adverse child experiences (ACEs), and the lifelong risks of ACEs went viral, it startled the entire human services field! The statistics not only shed new light on the vastness of trauma; they also spotlighted how some organizational practices have contributed to negative trauma outcomes. Human Service Organizations were eager therefore to distinguish themselves as a part of the solution, rather than contributors of trauma. References to trauma-informed care started to appear in higher numbers than ever before and “trauma-informed care” became a buzz word (Walthen, 2023; Becker-Blease, 2017). Organizations emphasized having trauma-informed training and a written policy to show “commit[ment] to trauma-informed practices” (Walthen, 2023). The adaptation of trauma-informed care then often looked like distributing educational material to staff about trauma statistics, identifying evidence-based mental health treatments for trauma, and providing a public release about their commitment to recognizing and addressing trauma. Education for staff might have also included a full or partial day of training. Many organizations, however, relied primarily on one-time professional development and fell short of ongoing development or institutional change.
Signs That Your Organization Is Not Very Trauma-Informed
Due to the popularity of the term “trauma-informed,” it can be difficult at times to tell which organizations are actually using trauma-informed care and which organizations are primarily trauma-informed in label only. There are fortunately a few tell-time signs that your organization might be falling short of the ideals for trauma-informed care. These signs can include:
- Low Client Engagement, High Client Turnover
One of the clearest ways to see your organization’s progress with trauma-informed care will be reflected in client engagement. Organizations that are using trauma-informed care should see stronger positive relationships with their clients and lower dropout rates.
- Your Data Has Not Changed
Metrics like client engagement rates, satisfaction surveys, and critical incidents remain stagnant, signaling a need for intervention. Data-tracking tools, such as those available within Casebook, would help your organization to monitor this progress in real-time.
Similarly, poor satisfaction ratings from clients and/or low client participation in satisfaction surveys are strong indicators.
- Your Organizational Practices Have Not Changed
If your organization’s policies and procedures have not gone through institutional review or changed any since putting trauma-informed care into practice, you’re missing a key piece of what it means to be trauma-informed.
- Your Client Paperwork Has Not Been Changed
If your client paperwork has not been updated to reflect more sensitive & inclusive language that is intended to be less-triggering, you’re also lacking in trauma-informed care.
While these signs may feel daunting, they also present an opportunity for meaningful change.
Organizational Practices to Become More Trauma-Informed
If your organization desires to become more trauma-informed, there’s fortunately actionable steps that you can take for change. Organizations seeking to use trauma-informed care should:
(1) Review the established principles of trauma-informed care including “safety, trust, choice, collaboration, and empowerment” (SAMSHA, 2014)
Casebook has a helpful resource that elaborates on these principles What Is Trauma-Informed Care?.
(2) Expand your organization’s understanding of trauma. Trauma not only impacts mental health and individuals. Organizations must also recognize how structural systems contribute to trauma.
Some of the principles of trauma-informed care tend to be overlooked in practice. This includes “creat[ing] an emotionally and physically safe environments for all clients and providers,” providing “opportunities for choice…[with] emphasis on shared decision-making,” and acknowledging implicit bias (Walthen, 2023). Casebook’s data-tracking tools allow organizations to monitor their outcomes and to see their success with implementing trauma-informed practices over time.
(3) Engage in an organizational change
According to Dr. Becker-Blease, all organizations run the risk for trauma-informed care becoming “cover for status quo.” Hence, all organizations seeking to be trauma-formed require ongoing trauma-informed training. Buy-in from leadership is crucial along with an ongoing commitment to organizational change. Casebook enables organizations to communicate data between users and to conveniently update policies as needed.
The trauma-informed care movement has taken the human services field by storm. Nearly every organization seeks to be trauma-informed, and many use the title. To be trauma-informed in practice, however, requires additional steps. Casebook supports organizations whose missions are to become trauma-informed. Get your personalized consultation today.
References:
Becker-Blease, K. A. (2017). As the world becomes trauma–informed, work to do. Journal of Trauma & Dissociation, 18(2), 131–138. https://doi.org/10.1080/15299732.2017.1253401
Levenson, Jill. (2017). Trauma-Informed Social Work Practice. Social Work. 62. 10.1093/sw/swx001.
Mahon D. (2022). Implementing Trauma Informed Care in Human Services: An Ecological Scoping Review. Behavioral sciences (Basel, Switzerland), 12(11), 431. https://doi.org/10.3390/bs12110431
Substance Abuse and Mental Health Services Administration. (2014). SAMHSA’s Concept of Trauma and Guidance for a Trauma-Informed Approach. HHS Publication No. (SMA) 14-4884. Rockville, MD: Substance Abuse and Mental Health Services Administration.
Wathen, C. N., Schmitt, B., & MacGregor, J. C. D. (2023). Measuring Trauma- (and Violence-) Informed Care: A Scoping Review. Trauma, Violence, & Abuse, 24(1), 261-277. https://doi.org/10.1177/15248380211029399
