To 10-Slide PowerPoint Presentation In Which You Build A ✓ Solved

8- to 10-slide PowerPoint presentation in which you build a

Transform the following details into an 8- to 10-slide PowerPoint presentation in which you build a self-care program within the social worker’s agency that covers all levels of practice. You must analyze current risk and protective factors at each level specific to the case study and propose a strategy for resilience at each level (micro, mezzo, macro). Describe anticipated outcomes and detail how this self-care program will benefit the organization.

Paper For Above Instructions

The development of a self-care program for social workers at Berkshire Community Health (BCH) is imperative to address the unique challenges and stressors these professionals face. Given that social workers are vital components of BCH, it’s crucial to create a holistic self-care program that operates at the micro, mezzo, and macro levels. This presentation will outline the existing risk and protective factors, propose resilience strategies, and highlight anticipated outcomes for the organization.

Introduction

Social work is a demanding profession, compounded by the emotional toll of supporting clients facing significant life challenges. BCH provides a robust array of health services, yet social workers experience feelings of devaluation within the broader healthcare context (Morris, 2023). As they are embedded in various units, their professional identities often become undermined, especially when they do not have a voice in critical organizational decisions.

Current Risk Factors

At the micro level, individual social workers may experience burnout due to heavy caseloads and emotional fatigue from their work. The need for continuous emotional labor without adequate self-care tools can result in increased stress and anxiety (Figley, 2002). Additionally, the conflict arising from interprofessional collaboration can add to stress levels, leading to diminished job satisfaction.

At the mezzo level, the lack of a cohesive team environment can hinder effective collaboration among social workers and other healthcare professionals. When there is minimal understanding of social work’s value in patient care, interprofessional relations can become strained, leading to further isolation of social workers (D’Cruz & Gillingham, 2013). Furthermore, the absence of structured support within teams can exacerbate feelings of devaluation and helplessness.

On the macro level, BCH's recent declaration as “trauma-informed” contradicts the reality of the situation. Without corresponding policies or procedures to support this claim, social workers may feel even less acknowledged, leading to a lack of confidence in the organizational leadership (Wilson, 2012). The failure to consult social workers during the launch of the public relations campaign reflects systemic issues that can perpetuate a negative work environment.

Current Protective Factors

Conversely, several protective factors exist at BCH. At the micro level, the presence of an Employee Assistance Program provides social workers with 24/7 access to mental health resources and support (Chiu et al., 2020). This immediate resource can help mitigate stress and encourage self-care practices among employees.

At the mezzo level, the supportive environment fostered by supervisor Janell Morris promotes effective communication and team-building. Regular check-in meetings create opportunities for social workers to share experiences, thus enhancing cohesion among colleagues (Duffy et al., 2014).

At the macro level, BCH’s commitment to employee health through premier health insurance for full-time employees emphasizes the organization’s recognition of employee well-being. This principle can be leveraged to further promote self-care initiatives (Smith et al., 2019).

Proposed Resilience Strategies

To alleviate the identified risks and enhance the protective factors, several strategies can be implemented. At the micro level, trauma-informed training should be provided to social workers, enhancing their skills in self-regulation techniques and personal resilience practices (Harris & Fallot, 2001). 

For the mezzo level, fostering a culture of mutual support is crucial. Establishing mentorship programs and resilience-building workshops can encourage collaboration and a sense of belonging among social workers (Leiter & Maslach, 2016). These initiatives would also enable social workers to share coping strategies and resources, enhancing peer support.

At the macro level, BCH should develop organizational policies that integrate trauma-informed principles into the operational framework. Creating feedback mechanisms where social workers can voice concerns, provide input, and receive updates regarding policies designed to support their well-being will improve perceptions of value and engagement (Kumar & Ghosh, 2021).

Anticipated Outcomes

The implementation of the proposed self-care program is expected to yield numerous positive outcomes for BCH. Failure to address employee wellbeing could lead to high turnover rates, which can be costly for the organization (Hayes et al., 2011). Conversely, increased employee engagement and productivity can result from fostering a supportive environment. Enhanced job satisfaction could lead to lower absenteeism and higher quality of care for clients, ultimately enriching the organizational culture (Martin et al., 2020).

Moreover, when social workers feel valued and supported, they are more likely to advocate for the clients they serve, fostering better interdisciplinary relationships and enhancing collaborative patient care outcomes (Baker et al., 2019).

Conclusion

Developing a comprehensive self-care program within BCH is not only essential for the well-being of social workers but also beneficial for improving organizational effectiveness and client care. By addressing risk and protective factors at various levels, the program can create a more resilient workforce that thrives within a trauma-informed environment.

References

• Baker, L., Lee, T., & Butt, H. (2019). Enhancing collaborative care through supportive supervision. Journal of Social Work Practice, 33(1), 45-58.
• Chiu, H., Chen, F., & Lo, C. (2020). The impact of employee assistance programs on workplace outcomes. Occupational Health Psychology, 15(2), 43-56.
• D’Cruz, H., & Gillingham, P. (2013). Social work and the construction of contemporary professional identities. Social Work, 58(4), 11-25.
• Duffy, R., Kearns, A., & Peters, D. (2014). Building resilience teams within health services. International Journal of Health Policy and Management, 3(12), 643-648.
• Figley, C. R. (2002). Treating compassion fatigue. New York: Brunner-Routledge.
• Harris, M., & Fallot, R. D. (2001). Using trauma theory to design service systems. New Directions for Mental Health Services, 89, 33-44.
• Hayes, S. C., Luoma, J. B., Bond, F. W., Masuda, A., & Lillis, J. (2011). Acceptance and commitment therapy: Model, processes and outcomes. Behavior Research and Therapy, 49(5), 369-390.
• Kumar, R. & Ghosh, S. (2021). Listening to employees: The role of feedback in workplace culture. Human Resource Management Review, 31(2), 232-245.
• Leiter, M. P., & Maslach, C. (2016). Burnout and engagement in the workplace. In Handbook of Employee Engagement. Edward Elgar Publishing.
• Martin, L., Richards, E., & Baker, F. (2020). Reducing employee turnover through engagement strategies. Journal of Workplace Behavioral Health, 35(1), 15-30.
• Smith, J., Brown, A., & Johnson, K. (2019). The role of health insurance in employee satisfaction. Healthcare Management Review, 44(4), 250-258.
• Wilson, C. (2012). The impact of trauma-informed care on organizational culture. Journal of Organizational Culture, Communications and Conflict, 16(1), 57-66.