Workforce Development:

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• Workforce Development
• Recruitment and Retention

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Todays Agenda
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A Brief Summary

1. About the CT LBHS
2. Recruitment and Retention
3. Evaluation Process
4. Future Directions

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I. Mission Statement

• The Connecticut Latino Behavioral Health System
  (CT LBHS) represents a united effort to expand,
  enhance, and evaluate a network of treatment
  services through unique workforce development
  initiatives created from regional partnerships
  and tailored to meet the specific behavioral
  health needs of the adult Latino community.

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II. Recruitment

• Where we started
• Fall of 2005 Developing the initial proposal
• Winter 2006 Advocating at the state legislature
• July 2007 Awarded the first two years of funding
• How we recruited
• Consensus among hiring agencies for initial job
  announcement
• Local and national search
• Professional list-serves internet-based
  employment sites
• 32 APA-accredited pre- and post-doctoral training
  sites
• 38 regional colleges and universities
• 12 state and national professional organizations
  (i.e., NLPA,
• LSWO, NASW, CPA)

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Contd

• Who contacted us
• 39 bilingual professionals with varied
  credentials and training experiences (i.e., LPC,
  BSW, LCSW, PhD, PsyD, APRN, CASAC, MD)
• What we screened for
• credentials, experience with Latina/o
  populations, overall fit based on agency need
• Results
• 10 full-time, 2 part-time clinical positions,
  effort of psychiatry time
• 3 MSWs, 1 LCSW, 2 Masters-level substance abuse
  counselors, 3 Predoctoral fellows, 3 Postdoctoral
  Fellows
• Relevant training experiences ranged from
  international work at UN refugee operations to
  years of living and working in local New Haven
  area with Latina/o community

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Retention Efforts

• Ensuring competitive salaries
• National median salary for social workers in
  outpatient mental health and substance abuse
  centers 34,290 (U.S. Dept. of Labor,
  Occupational Outlook Handbook, 2008-09 Edition)
• CT LBHS median salary 57,000
• Hosting monthly meetings with clinicians
  (familismo)
• Appointing new clinical faculty to provide
  supervision to incoming students

• Providing the CT LBHS Training Academy (focus
  groups on-site competency based CEUs)
• Supporting additional professional training
  opportunities (conferences)
• Renewing annual license fees
• Serving as qualified site for the NIH HRSA Loan
  Repayment Programs
• Clinical supervision and mentorship

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III. Evaluation Levels

• Level I Organizational
• Level II Staff
• Level III Client
• Overall Evaluation of Implementation Process

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Organizational Level

• Cultural Competency Index (CCI) completed every
  four months by staff and leadership
• Sampling of items
• Management strategy
• Community and consumer involvement
• Supervision
• Direct service support
• Linguistically sensitive staff, documents, and
  materials
• Collection of accurate demographics
• Evaluation of ongoing cultural competence
• Structures and procedures

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• Staff Level
• Pre- and post-training/consultation evaluation
• CT LBHS clinician evaluation
• Implementation of treatment (clinician checklist
  random tape rating)
• Latino cultural constructs
• Therapeutic alliance
• Clinician satisfaction

• Client Level
• Set of instruments to assess treatment outcome at
  baseline, four months after baseline, and eight
  months after baseline
• Instruments assess
• Mental health and substance use disorders (BSI,
  LDQ, TLFB))
• Readiness to change (URICA)
• Coping strategies (Brief COPE)
• Ethnic experience (SEE)
• Latino cultural constructs
• Therapeutic alliance (TCS)
• Quality of life
• Client satisfaction

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Evaluation of the Implementation Process

• Focus groups and individual interviews
• Consumers
• LBHS leadership
• Agency leadership
• LBHS clinicians

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In Summary, our Key Ingredients

• FINDING A COMMITTED, DEDICATED, SKILLED
  WORKFORCE
• TIMING
• CONFIANZA, PERSONALISMO, RESPETO
• CONSENSUS
• POSITIVE COMMUNITY RELATIONSHIPS
• ADVOCACY LEGISLATIVE SUPPORT
• SHARED RESOURCES
• INTELLECTUAL
• PHYSICAL
• HISTORY OF OUR TRAINING PROGRAM
• MENTORSHIP (support system)

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IV. Future Directions

• Implementing a consultation model for agency
  supervisors
• Ongoing assessment of job satisfaction
• Addressing issues of sustainability and seeking
  new funding sources
• Expanding the training program
• Developing practicum placements w/tracks based on
  professional interests (undergraduate and
  graduate level)
• Disseminating information (www.ctlbhs.org, La
  Visión, Community Defined Evidence Project)

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• GRACIAS!
• manuel.paris_at_yale.edu
• michelle.silva_at_yale.edu
• luis.aneznava_at_yale.edu
• luis.bedregal_at_yale.edu