Job satisfaction of Department of Veterans Affairs peer mental health providers.

Purpose Progressive Tinnitus Management (PTM) is an evidence-based interdisciplinary stepped-care approach to improving quality of life for patients with tinnitus. PTM was endorsed by Department of Veterans Affairs (VA) Audiology leadership in 2009. Factors affecting implementation of PTM are unknown. We conducted a study to: 1) estimate levels of PTM program implementation in VA Audiology and Mental Health clinics across the country; and 2) identify barriers and facilitators to PTM implementation based on the experiences of VA audiologists and mental health providers. Method We conducted an anonymous, web-based survey targeting Audiology and Mental Health leaders at 144 major VA facilities. Quantitative analyses summarized respondents’ facility characteristics and levels of program implementation (full PTM, partial PTM, or no PTM). Qualitative analyses identified themes in factors influencing the implementation of PTM across VA sites. Results Surveys from 87 audiologists and 66 mental health clinicians revealed that few facilities offered full PTM; the majority offered partial or no PTM. Inductive analysis of the open-ended survey responses identified seven factors influencing implementation of PTM: 1) available resources, 2) service collaboration, 3) prioritization, 4) Veterans’ preferences and needs, 5) clinician training, 6) awareness of (evidence-based) options, and 7) perceptions of scope of practice. Conclusion Results suggest wide variation in services provided, a need for greater engagement of mental health providers in tinnitus care, and an interest among both audiologists and mental health providers in receiving tinnitus-related training. Future research should address barriers to PTM implementation, including methods to: 1) improve understanding among mental health providers of their potential role in tinnitus management; 2) enhance coordination of tinnitus-related care between health care disciplines; and 3) collect empirical data on Veterans’ need for and interest in PTM, including delivery by telehealth modalities.

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Perspectives of Veterans Affairs mental health providers on working with older adults with dementia and their caregivers

Gerontology & Geriatrics Education ◽

10.1080/02701960.2020.1764356 ◽

2020 ◽

pp. 1-12

Author(s):

Mary F. Wyman ◽

Corrine I. Voils ◽

Ranak Trivedi ◽

Lisa Boyle ◽

Daniel Goldman ◽

...

Keyword(s):

Mental Health ◽

Older Adults ◽

Veterans Affairs ◽

Mental Health Providers ◽

Health Providers

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Improving Veterans Affairs Services by Embracing a Communitarian Model for Mental Health Providers

Psychiatric Services ◽

10.1176/appi.ps.201300109 ◽

2014 ◽

Vol 65 (1) ◽

pp. 113-115

Author(s):

Michelle D. Sherman

Keyword(s):

Mental Health ◽

Veterans Affairs ◽

Mental Health Providers ◽

Health Providers

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Adapting Coordinated Anxiety Learning and Management for Veterans Affairs Community-Based Outpatient Clinics: Iterative Approach

JMIR Mental Health ◽

10.2196/10277 ◽

2018 ◽

Vol 5 (3) ◽

pp. e10277 ◽

Cited By ~ 3

Author(s):

Traci H Abraham ◽

Kathy Marchant-Miros ◽

Michael B McCarther ◽

Michelle G Craske ◽

Geoffrey M Curran ◽

...

Keyword(s):

Mental Health ◽

Veterans Affairs ◽

Outpatient Clinics ◽

Evidence Based ◽

Mental Health Providers ◽

Health Providers ◽

Focus Group Discussions ◽

Group Discussions ◽

Community Based ◽

Computer Based

Background A national priority at the US Department of Veterans Affairs (VA) is to increase the availability and accessibility of evidence-based psychotherapies (EBPs) across all VA medical facilities. Yet many veterans, particularly those who use remote outpatient VA clinics, still do not receive much needed evidence-based treatment. Strategies are needed for supporting mental health providers at rural VA community-based outpatient clinics (CBOCs) as they translate their clinical training to routine practice. The Coordinated Anxiety Learning Management (CALM) program is a computer-delivered program that supports the delivery of cognitive behavioral therapy (CBT) by providers in outpatient settings to patients with depression and anxiety, including posttraumatic stress disorder. Objective The objectives of our study were to (1) adapt an existing computer-based program to rural VA CBOCs through feedback from key stakeholder focus groups; (2) develop a prototype of the adapted program; and (3) determine the adapted program’s acceptability and feasibility. Mental health stakeholders included VA leaders (n=4) in the implementation of EBPs, VA experts (n=4) in CBT, VA CBOC mental health providers (n=8), and veterans (n=8) diagnosed with a mental health condition treated using the CALM program and receiving treatment in a VA CBOC. Methods An iterative approach comprising 3 waves of focus group discussions was used to develop a modified prototype of CALM. Following each wave of focus group discussions, template analysis was used to rapidly communicate stakeholder recommendations and feedback to the design team. The original program was first adapted through a process of data collection, design modification, and product development. Next, a prototype was developed. Finally, the redesigned program was tested for acceptability and feasibility through a live demonstration. Results Key stakeholders suggested modifications to the original CALM program that altered its modules’ appearance by incorporating veteran-centric content. These modifications likely have no impact on the integrity of the original CALM program, but have altered its content to reflect better the demographic characteristics and experiences of rural veterans. Feedback from stakeholder groups indicates that changes will help VA patients identify with the program content, potentially enhancing their treatment engagement. Conclusions The development model was effective for economically gathering actionable recommendations from stakeholders to adapt a computer-based program, and it can result in the development of an acceptable and feasible computer-delivered intervention. Results have implications for developing computer-based programs targeting behavior change more broadly and enhancing engagement in EBP.

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Adapting Coordinated Anxiety Learning and Management for Veterans Affairs Community-Based Outpatient Clinics: Iterative Approach (Preprint)

10.2196/preprints.10277 ◽

2018 ◽

Author(s):

Traci H Abraham ◽

Kathy Marchant-Miros ◽

Michael B McCarther ◽

Michelle G Craske ◽

Geoffrey M Curran ◽

...

Keyword(s):

Mental Health ◽

Veterans Affairs ◽

Outpatient Clinics ◽

Evidence Based ◽

Mental Health Providers ◽

Health Providers ◽

Focus Group Discussions ◽

Group Discussions ◽

Community Based ◽

Computer Based

BACKGROUND A national priority at the US Department of Veterans Affairs (VA) is to increase the availability and accessibility of evidence-based psychotherapies (EBPs) across all VA medical facilities. Yet many veterans, particularly those who use remote outpatient VA clinics, still do not receive much needed evidence-based treatment. Strategies are needed for supporting mental health providers at rural VA community-based outpatient clinics (CBOCs) as they translate their clinical training to routine practice. The Coordinated Anxiety Learning Management (CALM) program is a computer-delivered program that supports the delivery of cognitive behavioral therapy (CBT) by providers in outpatient settings to patients with depression and anxiety, including posttraumatic stress disorder. OBJECTIVE The objectives of our study were to (1) adapt an existing computer-based program to rural VA CBOCs through feedback from key stakeholder focus groups; (2) develop a prototype of the adapted program; and (3) determine the adapted program’s acceptability and feasibility. Mental health stakeholders included VA leaders (n=4) in the implementation of EBPs, VA experts (n=4) in CBT, VA CBOC mental health providers (n=8), and veterans (n=8) diagnosed with a mental health condition treated using the CALM program and receiving treatment in a VA CBOC. METHODS An iterative approach comprising 3 waves of focus group discussions was used to develop a modified prototype of CALM. Following each wave of focus group discussions, template analysis was used to rapidly communicate stakeholder recommendations and feedback to the design team. The original program was first adapted through a process of data collection, design modification, and product development. Next, a prototype was developed. Finally, the redesigned program was tested for acceptability and feasibility through a live demonstration. RESULTS Key stakeholders suggested modifications to the original CALM program that altered its modules’ appearance by incorporating veteran-centric content. These modifications likely have no impact on the integrity of the original CALM program, but have altered its content to reflect better the demographic characteristics and experiences of rural veterans. Feedback from stakeholder groups indicates that changes will help VA patients identify with the program content, potentially enhancing their treatment engagement. CONCLUSIONS The development model was effective for economically gathering actionable recommendations from stakeholders to adapt a computer-based program, and it can result in the development of an acceptable and feasible computer-delivered intervention. Results have implications for developing computer-based programs targeting behavior change more broadly and enhancing engagement in EBP.

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Individual, Team, and Organizational Factors Influencing Worker Satisfaction: Program Evaluation Findings for Nonprofit Mental Health Providers

Rehabilitation Research Policy and Education ◽

10.1891/re-19-11 ◽

2020 ◽

Vol 34 (2) ◽

pp. 103-113

Author(s):

Rebekah Lemmons ◽

Steve Zanskas ◽

Leigh Harrell-Williams ◽

Pamela Cogdal ◽

Steve West

Keyword(s):

Mental Health ◽

Job Satisfaction ◽

Linear Regression ◽

Health Workers ◽

Self Care ◽

Organizational Factors ◽

Outcome Variable ◽

Mental Health Providers ◽

Health Providers ◽

Worker Satisfaction

PurposeThe purpose of this quantitative study was to evaluate the influences of self-care, support, and organizational factors (program locations, injury rates, intensity of services) on the job satisfaction of 154 nonprofit residential mental health workers.MethodsHierarchical multiple linear regression was utilized in order to determine which group of variables explained the most variation in the outcome variable.ResultsBased upon the results of the three models of hierarchical linear regression, the hypothesis that higher self-care ratings are related to higher levels of job satisfaction and higher staff team support ratings are related to higher overall worker satisfaction scores was supported.ConclusionAgencies, supervisors, and professionals can utilize these findings to inform policies and practices aimed at increasing worker satisfaction.

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