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Catalysts redefining resilient communities and leadership excellence: an executive leadership program for social service managers
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Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Catalysts Redefining Resilient Communities and Leadership Excellence (CR²CLE):
An Executive Leadership Program for Social Service Managers
Sara Cadalig, DSW, LCSW
Doctoral Capstone Project
Doctor of Social Work
Suzanne Dworak-Peck School of Social Work
University of Southern California
August 2021
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Dedication
First and foremost, I would like to honor my ancestors, whose struggles and success
paved the pathway for me to achieve my dreams. My deepest gratitude to my loved ones,
especially Yvonne Berenguer and Adrian Rocha, whose commitment, love, and support have
been pivotal to my successes and life milestones. Lastly, this is also dedicated to the social
workers and social service professionals worldwide who continue to make a significant
difference in the lives of others.
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Acknowledgments
My journey in obtaining the Doctor of Social Work degree came from a collective group
of souls whose kindness, commitment, support, and love helped my dream come to fruition.
First, I acknowledge my ancestors and deceased loved ones who paved the way and guided me
on this journey to believe and dream. I also want to honor and acknowledge Troy Lunceford.
Thank you for instilling in me faith, love, and hope. You are always a part of my life journey.
Thank you to my parents and loved ones for your continued support, especially my life
partner, Adrian Rocha. You have always been my rock and foundation. The dream to achieve the
Doctor of Social Work degree would not have come to fruition without you. I love you, and I am
grateful that we are on this journey together!
To my business partner, colleague, and loved one, Yvonne Berenguer. Thank you for your
continued love and support in my personal and professional spaces. Thank you for always
believing in me. I am grateful for our friendship and sisterhood. You inspire me! May we
continue to create healing spaces in the world through our innovative projects and visions
through Wellness Options LLC.
Thank you to Dr. Kimiko Vang. Without you consistently planting the seed of obtaining
the Doctor of Social Work degree, this dream may not have become a reality. Thank you for
your support, mentorship, and inspiration.
Thank you to my community of Stockton, CA, who helped raise me, believed in me, and
taught me to dream! You are always a part of me in my achievements and successes.
Thank you to my cohort and USC professors for your inspiration, motivation, mentorship,
and guidance. Special thanks to Dr. Stacy Kratz, Dr. Annalisa Enrile, Dr. Paul Maiden, Dr. Jane
James, Dr. June Wiley, and Dr. Sara Schwartz.
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Table of Contents
Executive Summary ....................................................................................................................1
Conceptual Framework ...............................................................................................................6
Statement of the Problem ........................................................................................................6
Social Isolation ....................................................................................................................6
Psychological Distress .........................................................................................................7
Mental Health Stigma ..........................................................................................................9
Social Significance ..................................................................................................................9
Theoretical Framework ......................................................................................................... 10
Social learning theory ........................................................................................................ 10
Safety-Net Model of Resilience Building for Community Health Organizations………….11
The CR²CLE Program and Logic Model ............................................................................... 13
Innovation’s Alignment with Logic Model ............................................................................ 13
Problems of Practice and Solution Innovations .......................................................................... 14
Proposed Innovation .............................................................................................................. 14
Innovation’s Impact on the Grand Challenge of Social Isolation ........................................ 15
Views of Key Stakeholders ................................................................................................... 15
Opinion Leaders ................................................................................................................ 15
Change Agents .................................................................................................................. 16
Implementation Team Leaders ........................................................................................... 17
Innovation’s Link to Existing Evidence and Comparative Analysis ................................. 17-18
Existing Evidence Regarding the Broader Landscape ........................................................ 19
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Existing Evidence Regarding the Local Contextual Environment ...................................... 19
Existing Opportunities for Innovation.................................................................................... 19
Innovation’s Overall Likelihood of Success .......................................................................... 20
Project Structure, Methodology, and Action Components.......................................................... 21
Prototype, Communication Products, and Strategies .............................................................. 21
Program Design and Implementation Process ........................................................................ 22
Potential Barriers ............................................................................................................... 24
Alternative Pathways and Leadership Strategies ................................................................ 24
Financial Plan and Implementation Strategy .......................................................................... 25
Methods and Assessments ..................................................................................................... 26
Study Sample and Sampling Method ................................................................................. 26
Outcome Measures and Evaluation .................................................................................... 26
Methods for Assessment of Impact .................................................................................... 27
Stakeholder Involvement ....................................................................................................... 28
Addressing the Stated Problem .............................................................................................. 28
Ethical Concerns and Consequences ...................................................................................... 28
Conclusions, Actions, and Implications ..................................................................................... 29
Project Conclusions Within the Field of Practice ................................................................... 30
Implications for Practice, Further Actions, and Recommendations for Future Work .............. 30
Limitations and Risks ............................................................................................................ 31
Dissemination of Prototype ................................................................................................... 31
Plan for Advancing Next Steps .............................................................................................. 32
Conclusion ............................................................................................................................ 33
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
References ................................................................................................................................ 34
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
List of Figures
Figure 1. Safety-net Model of Resilience-Building for Community Health Organizations ......... 12
Figure 2. Logic Model ............................................................................................................... 13
Figure 3. Comparative Analysis ................................................................................................ 18
Figure 4. Program Implementation ............................................................................................ 23
Figure 5. Financial Plan............................................................................................................. 25
Figure 6. GANTT Chart ............................................................................................................ 32
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
1
Catalysts Redefining Resilient Communities and Leadership Excellence:
An Executive Leadership Program for Social Service Managers
Executive Summary
Human existence is dependent upon social connections and relationships; however, in the
United States alone, an alarming 97 million people experience workplace isolation (Cigna,
2020). There is a correlation between social isolation and morbidity and mortality rates
(Cacioppo et al., 2011; Grand Challenges for Social Work, 2021; Oates, 2019; Tanskanen &
Anttila, 2016). Amongst those experiencing social isolation are social service providers.
Individuals employed in the social services profession are often identified as social
services providers or human services providers because they work in service-oriented agencies
that operate from a person-centered and strengths-based framework helping individuals and
communities thrive (National Association of Social Workers [NASW], 2011; Waters &
Buchanan, 2017). Thus, the terms social services provider and human services provider are
utilized interchangeably throughout this paper. To date, scant literature is available related to the
impact of social isolation experiences amongst social service providers (Dagan et al., 2016;
Hombrados-Mendieta & Cosano-Rivas, 2011; Oates, 2019; Savaya et al., 2018; Southwick &
Southwick, 2020; Tay et al., 2018; Yuill & Gordon, 2018). Researchers (Kagan & Itzick, 2020;
Samari et al., 2018; Tay et al., 2018) indicate the two major contributing factors to social
isolation experienced by human service providers are psychological distress and mental health
stigma in the workplace.
Trauma-laden work environments, lack of sufficient financial resources, and bureaucratic
systems are three of the most frequently used descriptions of human services agencies (Elofsson
et al., 2016; Glisson & Green, 2005; Oates, 2019). Extensive research documents social service
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
2
providers’ adverse responses to the emotional toll of the profession including, but not limited to
burnout, secondary traumatic stress, and vicarious trauma experiences, which then impact the
provider’s functioning at work and in their personal life (Glisson & Green, 2005; Regehr, 2018;
Wang et al., 2017; Wu et al., 2020). The COVID-19 pandemic’s unprecedented impacts across
communities around the world created an emergence of mental health problems, especially
amongst frontline workers such as social service providers, who continue to be at the emotional
front lines providing resources and emotional support to communities during the present crisis
(Holmes et al., 2021). In addition to the stressors experienced by social service providers,
stigmatizing work environments add another layer of differential burdens to the complexities of
an already strenuous occupation, where providers find it challenging to seek resources and
emotional support due to fears of retribution and backlash (Stromwall et al., 2010; Tay et al.,
2018; Wang et al., 2017). For these reasons, it is paramount the profession explores innovative
solutions to the challenges experienced by social service practitioners.
The CR²CLE Executive Leadership Program for social service managers provides an
innovative solution that promotes individual and organizational resilience by infusing social
service employees with skills to strengthen resilience, well-being, and community. The long-
standing systemic problems impacting employee and organizational wellness in the social
services profession are massive including high acuity caseloads, elevated turnover rates, limited
financial resources, and inequitable pay scales in comparison to other professions (Glisson &
Green, 2005). The solutions to these systemic problems are far-reaching and complex. Although
the CR²CLE program will not eradicate these complex issues, it will provide a pathway toward
addressing the critical concerns of occupational stress, mental health stigma, and social isolation,
which are issues affected by the systemic problems that exist in the profession. The effects of the
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
3
COVID-19 pandemic continue to bring attention these areas of concern. More recently, in a
response to the recent societal challenges, the NASW took the monumental step of updating the
profession’s code of ethics to include the importance of including self-care for providers. This
change in social work’s code of ethics came from growing concerns about the emotional toll of
social service providers’ work environments and its impacts on the employees, profession, and
communities served by the social work profession (NASW, 2021). The NASW’s amended code
of ethics states the following:
Professional self-care is paramount for competent and ethical social work practice.
Professional demands, challenging workplace climates, and exposure to trauma warrant
that social workers maintain personal and professional health, safety, and integrity. Social
work organizations, agencies, and educational institutions are encouraged to promote
organizational policies, practices, and materials to support social workers’ self-care.
(NASW, 2021)
CR²CLE will be a human-centered, sustaining innovation that works toward creating
transformation beyond the individual employee to change the organizational culture of the social
services practice. CR²CLE will accomplish this mission by developing a resilient organization
through evidenced-based practices and practical strategies to build a healthier work environment
and workforce among social service providers. The foundation of the CR²CLE program is
continuous feedback from interviews with human services providers and managers. CR²CLE is
innovative, as it will address the unique needs of social service managers and agencies by
providing interventions that specifically address psychological distress, mental health stigma,
and social isolation in a comprehensive, structured way, and build in resilience skills sets among
providers that also cultivate and strengthen community building. The program will be funded
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
4
through grants, business loans, and in-kind services led by the Wellness Options LLC staff. This
author is the co-business partner for Wellness Options LLC. Additional information on the
financial and budget analysis plan is provided in in the Project Structure, Methodology, and
Action Components section of this paper.
Wellness Options LLC will launch the CR²CLE Executive Program with an expected
start date of January 2022 at Merced County’s Human Services Agency. The CR²CLE Executive
Program is a hybrid online and in-person class comprised of three workshop modules, with eight
weekly classes in each workshop series, for a total duration of 24 weeks. The weekly classes are
90 minutes in length. The CR²CLE Executive Program consists of the following components of
evidence-based strategies: mindfulness and compassion, psychological flexibility, emotional
agility, mindful leadership, and connection and community. Upon completion of the CR²CLE
program, social service providers will receive a certificate of completion and have the
opportunity to register for the Facilitators’ Training Workshops, which will prepare them with
the tools and skillsets to facilitate the program at their agency.
It is common knowledge that public sector and government entities such as social service
agencies conduct business based on a functional structure where a hierarchical, top-down
approach guides the work (Glisson & Green, 2005; Mosley & Smith, 2020; Preston, 2015; Rank
& Hutchison, 2000; Spielfogel et al., 2016). Accordingly, the CR²CLE program will extend
transformation beyond the individual employee and influence change within the organization
through the disruption and education of managers’ beliefs, behaviors, and overall culture that
will promote a healthy and resilient workforce. Bandura’s social learning theory (SLT) provides
the theoretical foundation to undergird this capstone project because it offers a valuable
framework for evaluating the various determinants that influence human behavior (Johnson &
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
5
Bradbury, 2015). Community resilience is influenced by individuals’ and the collective’s well-
being (Cafer et al., 2019; Collins, 2016; DeMello et al., 2020); therefore, the Safety-Net Model
of Resilience Building for Community Health Organizations (SNMRB) will also be used,
because it uniquely complements the application of SLT by enhancing the theoretical lens to
explore community resilience building for social service providers and organizations.
The long-term goals for the CR²CLE Executive Program are to increase awareness of the
issues experienced by social service providers in the workplace; broaden the program’s visibility
in the community; and work toward program implementation across nonprofit, public, and
government sectors to create positive changes for social service providers across all divisions.
The program’s objectives are to achieve a reduction in the experiences of (a) psychological
distress of social service managers by 50%, (b) mental health stigma of social service managers
by 40%, (c) social isolation of social service managers by 55%, and (d) improvement in the
resilience of social service managers by 60%. The research will be a mixed-methods, pre-
experimental research design using quantitative measures such as the Secondary Traumatic
Stress Scale (STSS), Mental Health Stigma Scale (MHSS), Workplace Isolation Scale (WIS),
and the Resilience at Work Team Scale (RWTS). The qualitative portion of the research will be
accomplished through focus groups. After each class, feedback from group discussions will
provide a richer perspective of the social service managers’ experiences to supplement the data
collected from the measures. The research design is detailed in the Project Structure,
Methodology, and Action Components section of this paper.
The experience of social service managers taking time away from their schedules to
participate in the program may constitute a potential implication for the organization. Therefore,
the administrators of the organizations should put a plan in place to accommodate the program
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
6
and allow social service managers an opportunity to dedicate 90 minutes weekly to the program,
which will support participation in the program. Although there is extant literature available to
show the benefits of mindfulness on emotion regulation, depression, stress, and anxiety, Britton
(2019) indicated the adverse reactions of mindfulness, where an increase in observable
awareness may produce negative emotions. In preparation for a potential incident to occur where
a participant may experience adverse reactions from activities in the class, this author
collaborated with Merced County to have a licensed clinical social worker (LCSW) available to
provide support for the employee.
Conceptual Framework
Statement of the Problem
Social Isolation
Relational health, connectedness, and social capital are fundamental to the human
experience. Social isolation is considered a significant public health hazard correlated with
mortality, morbidity, and adverse health consequences (Cacioppo et al., 2011; Grand Challenges
for Social Work, 2021; Holmes et al., 2021; Oates, 2019; Tanskanen & Anttila, 2016). The
COVID-19 pandemic altered everyday lives around the globe when government-mandated
isolation to contain the deadly virus became the norm. The onset and continuance of COVID-19
restrictions sparked discussions around increasing concerns about the impacts of isolation on
individuals’ overall health and emotional well-being (Holmes et al., 2021; Loades et al., 2020;
Pappa et al., 2020; Peinado & Anderson, 2020; Wu et al., 2020). Extensive research
demonstrates that social isolation increases the risk of depression, anxiety, cardiovascular
disease, sleep disturbance, dementia, and posttraumatic stress (Cacioppo et al., 2011; Loades et
al., 2020; Salinas et al., 2017; Southwick & Southwick, 2020; Wang et al., 2017). The
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
7
consequences of the COVID-19 pandemic also raised concern for social service providers who
took on the emotional toll of supporting communities through the crisis while also experiencing
isolation themselves. Despite this growing concern for the health and well-being of social service
providers, there is scarce literature available that explores this particular subject in the
profession. Social isolation is not a foreign experience to social service providers in the
workplace (Dagan et al., 2016; Hombrados-Mendieta & Cosano-Rivas, 2011; Oates, 2019;
Southwick & Southwick, 2020; Tay et al., 2018; Yuill & Gordon, 2018). Studies suggest that
psychological distress and mental health stigma in the workplace are the two causal factors for
the social isolation experiences of social service providers (Kagan & Itzick, 2020; Samari et al.,
2018; Tay et al., 2018).
Psychological Distress
The social services profession is widely known for high levels of bureaucracy, scarcity of
funding resources governed by politics and policies, large caseloads, lack of sufficient employee
support, limited employee autonomy, and trauma-exposed work environments that are everyday
experiences for social service providers (Glisson & Green, 2005; Martin et al., 2020; Oates,
2019; Peinado & Anderson, 2020; Virga et al., 2020). Social service providers’ experiences of
adverse health consequences include but are not limited to depression, burnout, secondary
traumatic stress, vicarious trauma, compassion fatigue, and posttraumatic stress disorder (PTSD),
which lend to the causal effects of increased absenteeism and turnover rates (Drolet et al., 2017;
Glisson & Green, 2005; Harker et al., 2016; Littlechild et al., 2016; Martin et al., 2020; Miller &
Cassar, 2021; Oates, 2019; Preston, 2015; Quinn et al., 2018; Regehr, 2018; Wang et al., 2017).
An alarming 29.6% of child welfare workers experience severe secondary traumatic stress
symptoms and 34% of child protection services (CPS) employees meet the diagnosis for PTSD
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
8
(Bride et al., 2007; Rienks, 2020). Mental health clinicians in the field are also affected by the
demands of the profession Tay et al. (2018) found 70% of clinical psychologists reported
experiencing depression symptoms at least once in their lives.
Social service managers are not excluded from the harmful consequences of the
occupation. The socio-political context and economic changes of society continue to inform the
social work profession, which then influence middle managers’ evolvement of job
responsibilities concerning budgetary oversight, supervisory duties, increasing work
responsibilities, and job demands (Elofsson et al., 2016). Changes in managers’ responsibilities
have resulted in higher job strain rates than their staff and upper administration (Elofsson et al.,
2016). Job strain occurs when an employee experiences high demands from the job and
experiences low control of decisions, which correlates to an increased risk of elevated
psychological distress levels (Elofsson et al., 2016). The negative effects of the job impact both
direct service providers and management.
The COVID-19 pandemic’s unprecedented toll on the global health of all communities
includes the social services profession. While providing support to communities during the
COVID-19 crisis, social service practitioners also navigated their own struggles with the
pandemic. During the COVID-19 pandemic, a disconcerting 64% of social workers experienced
burnout while 50% of mental health clinicians reported elevated burnout rates (Holmes et al.,
2021). The pandemic increased mental health awareness and further highlighted the urgency of
addressing mental health concerns, especially within the social services profession. The NASW
recently acknowledged the pressing need to promote self-care and modified the profession’s
code of ethics to include verbiage related to self-care in the profession. The NASW’s actions
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
9
signify one monumental step toward creating the space for critical conversations and developing
solutions surrounding mental health and the workspaces in the social services field.
Mental Health Stigma
Although the social services profession supports and encourages transparent
conversations about mental health, social service providers report an opposing viewpoint from
their experiences of workplace cultures; providers are frequently confronted by stigmatizing
workplace environments that create conditions where providers become fearful of reaching out
for resources or asking for support (Oates, 2019; Quinn et al., 2018; Stromwall et al., 2010; Tay
et al., 2018; Wang et al., 2017). Social service practitioners are apprehensive about seeking help
because of concerns about the negative repercussions of confidentiality breaches, feelings of
shame, being misperceived as less competent, and fear of rejection from a promotion (Kagan &
Itzick, 2020; Regehr, 2018; Shier et al., 2016; Wang et al., 2017). Stigmatizing work
environments result in employees feeling disconnected from each other, increased fragmentation
within the agency, and reinforcement of an environment that compels providers to self-isolate
(Kunyk et al., 2016; Tay et al., 2018; Ting et al., 2011).
Social Significance
Psychological distress, mental health stigma, and workplace isolation are transparent
conversations further brought to light by the COVID-19 pandemic. Thus, it is imperative for
organizations to create constructive workplace environments that support staff well-being while
also achieving organizational goals and producing quality services. With this understanding
comes the need for social services professionals to work toward a change in organizational
culture because clients serviced by providers from nonconstructive work environments are 11
times less likely to receive the mental health services they need (Glisson & Green, 2005).
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
10
Consequently, the co-occurrence of social needs and effects of poor health among social service
providers are areas where the profession stands at a pivotal point to find ways to fill the gap of
these unmet needs in the profession. The background information about the challenge of mental
health among social service practitioners and the alarming statistics associated with poor self-
care in the social services field reinforce the critical need to continue researching and exploring
innovative solutions to meet the challenge. The CR²CLE Executive Leadership Program is one
innovative solution to the problems that social service employees and organizations experience;
implementation of the program will be a positive step toward meeting the Grand Challenge of
reducing social isolation.
Theoretical Framework
Social service agencies such as public sector and government entities operate from a top-
down hierarchical nature, a functional structure, where power and influence are controlled and
swayed by upper management (Glisson & Green, 2005; Mosley & Smith, 2020; Preston, 2015;
Rank & Hutchison, 2000; Spielfogel et al., 2016). Accordingly, the intent behind the
implementation of the CR²CLE program is to create thriving organizational change through the
transformation of social service managers’ understanding of social isolation among social service
practitioners. The effects of increased awareness and training among social service managers
will trickle down and change the normative beliefs and actions of staff and lead to the promotion
of a healthier work environment. To better understand how the CR
2
CLE program will meet this
expectation, this capstone project is guided by Bandura’s social learning theory (SLT).
Social Learning Theory
Bandura’s SLT provides a valuable lens and construct to evaluate the determinants of
human behavior within social service management and social service organizations (Johnson &
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
11
Bradbury, 2015). SLT postulates that observations, learned behavior, modeling, and reinforcement
are the four dimensions that influence human behavior (Johnson & Bradbury, 2015). Research in
organizational change indicates that successful and sustainable change is a gradual process
involving a comprehensive change strategy that targets content, people, and process (Al-Haddad &
Kotnour, 2015). As managers participate in the program, learn skills, and build connections within
their organization, managers’ beliefs and actions may change, creating a cause-and-effect process
that may create transformation beyond themselves and impact change within their staff and entire
organization. Bandura’s SLT provides a practical framework for constructive analysis of human
behavior and a pathway to create sustainable change.
Safety-Net Model of Resilience Building for Community Health Organizations
Researchers agree that the well-being of individuals and the collective community highly
influences community resilience (Cafer et al., 2019; Collins, 2016; DeMello et al., 2020). The
SNMRB for building community resilience posits that an increase in social supports and
connections, advancement in knowledge and communication, and increasing the cultivation of
partnerships and resources (DeMello et al., 2020) helps build community resilience within
organizations. The CR²CLE program is designed to increase managers’ knowledge and skills to
mitigate occupational stress, mental health stigma, and social isolation, while also enhancing
their executive leadership skills, which include components of mindful leadership. The program
is also constructed to help build social connections within the group through class discussions
and experiential exercises. The program’s foundation is built upon mindfulness and compassion,
which teaches managers how to increase mindful awareness and build upon empathy and
compassion to enhance community building. A part of the project component includes ways to
improve communication skills and strategies when disseminating information to staff through the
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
12
creation of self-directed projects which managers will implement in their departments based on
what they have learned and skills they have used. Managers will also build upon their skills in
collaboration and resource building through self-directed projects, which will prepare them to
develop strategies for successful adoption and implementation of their ideas. These skills, as
defined by the SNMRB model, help build resilience within the community. Figure 1 displays a
graphic representation of the SNMRB (DeMello et al., 2020).
Figure 1
Safety-Net Model of Resilience-Building for Community Health Organizations
The SNMRB model complements the SLT because it provides a practical roadmap for
building organizational resilience, which will be beneficial for social service agencies to create
the sustainable and prosperous change that will meet the needs of staff and improve the quality
of services to the communities served. In turn, changes will encourage a more resilient workforce
where managers may disrupt norms and behaviors in the organizational culture that influence
their staff, colleagues, and company which will improve the quality of services while building a
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
13
healthier workforce. The CR²CLE program’s domains and program structure comply with the
SNMRB model in building resilience for social service agencies.
The Logic Model
The theory of change and logic behind the implementation of the CR²CLE Executive
Leadership Program is grounded on the premise that training, coaching, knowledge, and skills in
learning evidence-based practices to mitigate psychological distress, enhance executive leadership
skills, and build a sense of purpose and community will result in a more resilient workforce.
Figure 2 displays the logic model for this capstone project.
Figure 2
Logic Model
The CR²CLE Program’s Alignment with the Logic Model
If social service managers experience positive transformation through participation in the
program, guided by the SLT framework, their beliefs and actions may help to influence change
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
14
in the organizational norms, which will pass down to their colleagues’ and staff’s perspectives
and actions resulting in a positive impact and transformation of the organization. Ultimately, the
program’s goals are to increase knowledge of the issues faced by providers, increase self-
efficacy, and create transformation within the larger organizational culture that will sustain a
resilient workforce.
Problems of Practice and Solution Innovations
Proposed Innovation
The CR²CLE Executive Leadership Program will help build a more resilient workforce
that will be better equipped to handle the challenging situations providers encounter in the
profession. As social service managers strengthen their knowledge and skills in the program’s
core competencies, social service managers’ abilities to resolve workplace issues will improve
and they will experience a reduction of stress that may affect their personal as well as
professional lives. The program’s core competencies include mindful compassion, psychological
flexibility, emotional agility, mindful leadership, and connection and community. The program is
grounded in the evidence-based strategies of mindfulness and compassion but also incorporates
other evidenced-based interventions including, but not limited to gratitude, art, creativity,
diversity, community, and mind-body practices. The extant body of literature demonstrates the
effectiveness of mindfulness, compassion, and mind-body practices such as yoga on ameliorating
psychological distress among health care, mental health, and social service providers (Chan et
al., 2014; Jha et al., 2016; Johnson et al., 2018; Le & Alefaio, 2020). Over 40 years of research
supports the concept that mindfulness and compassion are effective interventions to increase
personal and organizational resilience (Levey & Levey, 2019; Vidic & Cherup, 2020). Within
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
15
the domain of connection and community, concepts of diversity and implicit bias are also
explored.
Innovation’s Impact on the Grand Challenge of Social Isolation
Statistics indicate that companies around the world spend an estimated $50 billion in
leadership development, while a staggering 37% of leaders find that their company’s leadership
programs are ineffective (Levey & Levey, 2019). These findings are attributed to organizations’
lack of attention investment in building upon employees’ inner resources of mindfulness,
wellness, resiliency, compassion, empathy, wisdom, and creativity (Levey & Levey, 2019).
Investment in social service leaders is crucial because they are the ones who are leading the
complex world of human service organizations and hold the sacred responsibility of overseeing
the agencies that are providing critical services to communities in need. As social service
managers develop understanding and empathy about the emotional toll of the profession; learn
skills to mitigate their own psychological distress levels; enhance their leadership skills; and
cultivate connection and community among their colleagues, staff, and personal circles, a
systems change from their inner to outer world may help create transformational changes in their
own agencies. The CR²CLE program includes these resiliency concepts to enhance social service
providers’ resiliency by improving psychological distress levels, supporting a reduction in
mental health stigma, and increasing connection and community within social service managers
and their organizations.
Views of Key Stakeholders
Opinion Leaders
Executive management on the administration levels and managers across departments
within social service agencies are considered opinion leaders who hold power and authority in the
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
Leadership Program for Social Service Managers
16
organization to influence others’ actions or attitudes (Brownson et al., 2017; Glisson & Green,
2005); this sphere of influence can facilitate or impede the implementation or adoption process of
the CR²CLE program. Management leaders are highly influential because they hold power to
make decisions in the agency and they can encourage and garner support for the program.
Engagement of social service managers may help increase their greater awareness of the problems
affecting their staff and organizations and may encourage them to make changes in their agencies
to address the issues of psychological distress, mental health stigma, and social isolation.
Therefore, it becomes essential to engage the support of executive leaders and managers within
social service agencies for the successful adoption and implementation of the CR²CLE program in
their organizations.
Change Agents
Change agents are considered individuals, groups, or entities that hold significant power
and can be a catalyst to promote transformational change by influencing opinion leaders
(Brownson et al., 2017). The NASW and government entities are considered to be change agents
whose influential power can affect program adoption, implementation, and support for the
program. The NASW and government entities have the social power and political influence to
help initiate and sustain progress toward the creation of policies and procedures to address the
issues surrounding social isolation among social service providers. The NASW and local, state,
and federal governments have the responsibility of overseeing the policies and procedures
surrounding social services credentials, education, and the overall profession. There are also
opportunities to increase the visibility of the CR²CLE program through networking, additional
research opportunities, and public discourse online and at conferences and trainings through the
NASW and government events.
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Implementation Team Leaders
The CR²CLE program’s implementation leaders are the managers and administration level
staff who can help facilitate change and prepare the infrastructure to develop and adopt policies
and procedures for successful enactment and adoption of the program (Brownson et al., 2017). In
order to ensure successful recruitment for participants in the program and the enactment process, it
is critical to engage the implementation team leaders who will assist with all details related to
successful adoption and implementation of the CR²CLE program at Merced County.
Innovation’s Link to Existing Evidence and Comparative Analysis
Although there are comparable programs offered through the Network for Social Work
Management (NSWM) (NSWM, 2015), Trauma Informed Systems (TIS) (Trauma Transformed,
n.d.) , and UCSF Hearts Program (UCSF, n.d.), the CR²CLE Executive Leadership program offers
a unique and comprehensive 24-week program to meet the social isolation challenges within the
social work profession. One unique aspect of the program includes small group activities where
managers create tangible, practical, and implementable-ready projects that offer solutions to
occupational stress, mental health stigma, and social isolation in the social services field. Another
unique aspect of the CR²CLE program, which differentiates itself from others, is the ability to
cater the program to meet the organization’s needs. It is widely understood that there is no single
program or intervention which meets the needs of every group or organization, as each
organization is unique in its culture, diversity, structure, and concerns (Gray et al., 2019). While
the foundations of the curriculum’s core competencies remain the same, CR²CLE allows for the
opportunity to modify and cater the program specifically to the organization’s needs. During the
initial assessment interview between Wellness Options LLC and the social service agency,
information will be collected from the agency to determine their concerns and goals, which will
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Leadership Program for Social Service Managers
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inform how the CR²CLE program will be modified to meet the organization’s needs. The
Comparative Analysis Chart in Figure 3 contains more detailed information on the existing
innovation landscape and alternative options for the innovation.
Figure 3
Comparative Analysis
The CR²CLE program is unique in its nature because the program design and competencies
create a strong foundation for innovative social service managers to be influential leaders during
this time of societal change. The CR²CLE program is an all-encompassing systems and integrative
approach that aims to enhance the inner world of the manager, giving rise to benefits for all
stakeholders including staff, colleagues, and individuals and families who are impacted by the
organization.
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Existing Evidence Regarding the Broader Landscape and Local Contextual Environment
Little research is available that examines the social isolation experiences of social service
providers. This poses significant opportunities for the social work profession to conduct further
research on this subject matter and explore innovative solutions to the problem. The COVID-19
pandemic shed light on the importance of broadening public discourse surrounding mental health.
As the majority of the United States is recently coming out of government-mandated isolation and
there is a gradual transition plan for employees to return back to work, it is the ideal time for the
CR²CLE Executive Leadership Program to present itself as an innovative solution to address the
concerns of occupational stress, mental health stigma, and social isolation experienced by social
service providers. The socio-political and economic environment influences the solutions to the
problems that social service providers and agencies experience, because changes within society
and politics influences program development, funding and research opportunities.
Existing Opportunities for Innovation
There are existing opportunities for innovation surrounding the use of technology in the
field of health and wellness. For example, through the use of apps for the computer and cell phone
offers flexibility, accessibility and feasibility for the customer’s use and application of the
services. The creation of a wellness app and virtual reality component incorporated in the
CR²CLE program, has the potential to enhance the providers’ education and learning experience in
the classes. Technology’s virtual reality and computer-generated experiences provides a unique
and immersive learning experience that can promote health and wellness, build resiliency and
address burnout (Kouame et al., 2021).
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Innovation’s Overall Likelihood of Success
The CR²CLE program was designed with longevity in mind; the length of the program
covers 24 weeks. Gray et al. (2019) stated most short-term employee wellness programs do not
provide lasting and sustainable results because employees are not exposed to the interventions
long enough to experience maintainable, lasting effects from the benefits of the program. Short-
term employee wellness programs reveal short-term improvement through an excitement to
change mentality which focuses on the immediate benefits versus long-lasting, gradual and
sustainable improvements over time (Gray et al., 2019). Change in the organizational culture is a
gradual and iterative process. Therefore, CR²CLE’s 24-week program may provide managers with
sufficient time to absorb, practice, and reinforce the skills they have learned.
Wellness programs targeting participation and involvement from senior leadership and
management level staff influences organizational change and impacts employees’ perceptions of
managerial support (Passey et al., 2018). Managers who are visibly transparent about their support
of employee wellness through their beliefs, actions and engagement with their staff promotes a
healthy and constructive work environment (Passey et al., 2018). The CR²CLE program
incorporates Passey et al.’s (2018) construct of a successful wellness program that promotes a
healthy and constructive work environment, because CR²CLE is focused on the engagement and
participation from social service leaders to enhance their personal wellness, promote resilience,
and facilitate transformation within the internal world of managers to create positive shifts onto
their staff and organizational culture. Furthermore, the program has a solid financial plan and
program infrastructure in place, which helps to ensure the likelihood of its success. For these
reasons, the CR²CLE Executive Leadership Program can make a significant impact within the
social services profession as a successful and sustainable employee wellness program.
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Project Structure, Methodology, and Action Components
Prototype, Communication Products, and Strategies
The website www.cr2cleprogram.com is the digital prototype for the CR²CLE Executive
Leadership Program. The prototype provides the landscape of the problem, research, learning
domains, program design, and marketing materials about occupational stress, mental health
stigma, and social isolation within the social services profession. The marketing materials
included on the website display are the infographic about the program’s resilience skillsets or
learning domains: mindfulness and compassion, psychological flexibility, emotional agility,
mindful leadership, and connection and community. The website is strategically designed with the
audience in mind. Therefore, every detail of the website design was created to be informational,
pleasing, and to attract interest from potential social service managers interested in the program.
The website publicizes sufficient information about the program while also capturing the viewer’s
interest.
The website prototype facilitates easier dissemination of information to the public through
the communication of the World Wide Web and it will be promoted on various social media
platforms such as Facebook, Instagram, LinkedIn and Twitter. Through the use of personal
impression amplifiers such as statistics, infographics, and short-form videos, the intention is to
engage the audience and attempt to establish an emotional connection with the viewer to capture
the attention, interest, and engagement of the audience (Dyer et al., 2019). The prototype also
allows leveraging the idea impression amplifier to help garner support and engagement with the
project (Dyer et al., 2019). The website transforms the abstract idea and materializes it into a
visibly tangible format that makes it easier for the audience to process information. Through the
use of imagery, it creates a more accurate and convincing idea for the audience (Dyer et al., 2019).
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
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The website, infographics, and short-form videos are creative ways to disseminate information to
the public about the CR²CLE program while also being an effective marketing tool and strategy to
attract potential customers and garner public support.
Program Design and Implementation Process
The program will be implemented as a hybrid synchronous online and in-person
instruction venue to meet the needs of social service managers’ schedules. Due to the uncertainty
of the COVID-19 virus spread and the changing government guidelines regarding social
distancing requirements, there is flexibility in the delivery of the program to transition to full
online instruction if necessary. Program implementation in the workplace involves multi-
dimensional methods that require a nuanced and catered approach to meet the needs of the
particular department or agency, as there is no one-size-fits-all approach for all organizations.
Although CR²CLE’s program has its core foundation of concepts, the program is catered to meet
the needs of the individual organization. This intentional strategy is critical to ensure the
stakeholders’ needs and desired goals are met. A 3-day facilitator’s training will also be available
upon completion of the CR²CLE program, where managers can advance their skills and
knowledge to guarantee the successful facilitation of the program in their agency while also
maintaining sustainability of the program. Figure 3 displays the graphic depiction of the program
implementation model.
The CR²CLE program’s curriculum design is based on a strengths-based and growth
mindset model, which considers diverse learning styles and receptivity to instructional delivery.
The CR²CLE program design utilizes the growth mindset approach. Facilitators use constructive
criticism to enable a safe space to promote learning through the use of reframing, encouragement,
and teaching participants to examine problems as opportunities for growth. In turn, the program
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
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promotes innovative thinking and cohesiveness within the group (Hildrew, 2018). Facilitators’
modeling of the behaviors may influence social service managers to do the same. The program
also utilizes various learning modalities including lectures; PowerPoint presentations; videos;
small group discussions; experiential, hands-on activities; and group activities to enhance the
learning experience and meet the needs of a wide variety of learners.
As part of the CR²CLE program, designed group discussions (i.e., TC) will occur at the
end of each class. Participants and facilitators will physically gather in a circle (if in person) and
everyone will be allowed to share their comments, feedback, ideas, or thoughts with the group. TC
will also occur after each course, whether online or in-person. TC has its origins in indigenous
cultures and allows individuals to connect to their authentic selves through dialogue, stories, and
self-reflection (Brown & Di Lallo, 2020; Frierson et al., 2002). TCs are safe spaces where
relationships are nurtured; there are shared power dynamics in the room, fostering engagement and
empowerment (Brown & Di Lallo, 2020). It is also a culturally responsive way to cultivate
stakeholders’ voices and gather valuable feedback as an evaluation tool (Brown & Di Lallo, 2020;
Frierson et al., 2002). These strategies, which involve the engagement of managers and direct
service providers, align with participatory action research, which states that when communities are
engaged in change, it is an empowering process that facilitates sustainable organizational change
(Al-Haddad & Kotnour, 2015).
Figure 4
Program Implementation
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Potential Barriers
According to feedback from social service providers, there is a lack of funding for
employee wellness programs and a decrease in budgets due to the COVID-19 pandemic. As a
result, most interviewed social service managers reported having to use their monies to pay for
incentives, rewards, or activities that promote employee wellness in their departments. The
financial constraints may pose a potential barrier for social service organizations that may not
have the financial resources to pay for an employee wellness training program.
Alternative Pathways and Leadership Strategies
Social service organizations’ budgets are driven by government policies and grant
availability (Glisson & Green, 2005). The social services field has experienced an increase in
public discourse surrounding the importance of addressing mental health, given the COVID-19
pandemic and current world events. NASW can further discussions through partnership and
advocacy with the government to explore solutions to address the importance of employee
wellness programs. One possibility is for the NASW to advocate for social services agencies to
receive additional funding for activities that promote employee well-being in the profession.
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
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Financial Plan and Implementation Strategy
The estimated start-up costs for the CR²CLE Executive Leadership Program are
$197,775, and the projected annual budget is $394,667. The CR²CLE Executive Leadership
Program is within the auspices of Wellness Option LCC. Therefore, fringe, indirect, and program
evaluation services will be in-kind and provided by Wellness Options LLC. Primary sources for
revenue will consist of revenue from the Wellness Options LLC business, business loans, grants,
and donations. The financial plan is feasible because the majority of the personnel and material
expenses are in-kind.
The financial structure for the program is low-cost, since most of the needed materials
and supplies are in-kind. For example, the program will take place in a conference room at
Merced County which has all the technology devices needed for a successful presentation. There
will be no costs associated for utilizing the conference room and technological devices such as
computer, wide screen projector, and speakers. The cost for the website design and video editing
for class modules will consume a small portion of Wellness Option LLC’s total budget of
$8,500.
Figure 5
Financial Plan
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Methods and Assessments
Study Sample and Sampling Method
The study sample will consist of social service managers from Merced County’s Human
Services Agency. The nonprobability sampling technique, convenience, will be utilized for the
research design. Although convenience sampling is a feasible and convenient way to recruit
participants for the study, it has low external validity and generalizability (Jager et al., 2017).
The program will be limited to 12 participants pending potential changes to COVID-19
guidelines for social distancing and the number of people allowed in one room (for the in-person
instruction classes). Maximum enrollment will allow for a smaller class size setting to promote
learning, comfort, and trust for program participants.
Outcome Measures and Evaluation
All measures will be administered before the start of the first CR²CLE class and after
completion of the program at Week 24. The STSS will measure the managers’ levels of
psychological distress. The MHSS will assess the managers’ levels of mental health stigma. The
WIS will measure the managers’ isolation experiences in the workplace. Lastly, the RWTS will
be effective in measuring resilience levels. Information from these scales will provide measures
of program effectiveness and outcomes. A dependent samples t-test will be conducted at Times
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1 and 2 to explore if there is a relationship between the time periods for each scale used.
Qualitative analysis will consist of video recording the Talk Circles (TC) discussions after each
class to analyze the interviews and evaluate for patterns and themes. The program will also
gather the following demographics: age, race, profession, gender, and years of occupation to
evaluate any potential relationship of these concepts to the outcomes. This information may
provide greater insight about the experiences of social service providers.
The combination of the identified measures will provide insight into program efficacy,
outcomes, and the protective factors for psychological distress and social isolation in the
workplace. All measures will be collected in a sealed envelope and will be anonymous. In
addition to the evaluation of the measures, TC group discussions will occur after each class. The
weekly TC group discussions will provide rich information regarding the managers’ experiences
that will supplement the quantitative data. Process measures will be utilized to ensure the
program’s fidelity (Kirchner et al., 2017). Weekly sign-in sheets to monitor attendance and
manuals that include all curriculum materials are the process measures to be utilized in the
research design.
Methods for Assessment of Impact
The CR²CLE program research design is a mixed-methods, pre-experimental design,
utilizing pre and post quantitative measures: STSS, MHSS, WISS, and the RWTS. The research
design will also incorporate qualitative measures, which will involve weekly TC group
discussions after each class. This research program has the potential to include a longitudinal
study in the future.
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Stakeholder Involvement
The CR²CLE program is also a human-centered innovation in which the beneficiaries, the
social service providers and managers, are included throughout the design process to ensure the
program is designed to meet their needs and concerns (Liedtka & Ogilvie, 2011). Throughout each
program development phase, feedback from social service providers and managers will be
collected, which will inform and guide the CR²CLE program’s design, implementation, and
adoption process. When participants feel heard, validated, and are engaged in the process of
program development, they experience an empowering process that may increase their sense of
connection to the program and heighten their level of engagement.
Addressing the Stated Problem
The current societal experiences of the COVID-19 pandemic and the Black Lives Matter
movement expanded greater awareness and conversations around mental health (Banks et al.,
2020; Wang et al., 2017; Weine et al., 2020). As a result, many companies and professions from
various disciplines understand the importance of addressing the issues of mental health and may
be more amenable to interventions and programs such as the CR²CLE Executive Program. The
offering of the CR²CLE program will increase awareness of social service providers’ experiences
of occupational stress, mental health stigma and social isolation. The CR²CLE Executive
Program will also help with the expansion of the research literature on these topics concerning
the social services profession.
Ethical Concerns and Consequences
One primary potential ethical concern for the CR²CLE program is breach of
confidentiality. Informed consent and confidentiality will be reviewed and explained to the social
service managers participating in the program. First, confidentiality will be discussed and
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emphasized in the program to ensure and promote safety among the participants in the program.
All of the completed measures and feedback discussed in classes will be confidential. Managers
may fear that if their feedback and information are shared, they may experience potential
backlash from their employer. Second, there are concerns that someone may be emotionally
triggered during the classes. Research indicates that mindfulness may foster adverse reactions
causing psychological distress (Britton, 2019). Merced County has a licensed clinical social
worker available if someone is triggered during the class or through participating in mindfulness
exercises. It is ethical to ensure safety precautions for participants’ potential adverse reactions.
Conclusions, Actions, and Implications
There is scarce literature available that evaluates the social isolation experiences of social
service providers. The CR²CLE program’s outcomes may contribute to the research in the social
work profession that may potentially inform future decisions such as changes in policies and
procedures within social service agencies and increase funding opportunities for employee
wellness programs in social service organizations. Furthermore, the CR²CLE program may help
increase awareness of the issues facing social service providers, which may help expand
significant support for interventions that are solutions to the problems social service providers
experience.
Another potential implication of the program includes differences in power differentials
between administrators and managers enrolled in the CR²CLE program. Power differentials
between individuals may cause persons to feel uncomfortable sharing their opinions and thoughts
during the classes. It may be beneficial to consider conducting separate workshops for managers
and upper administration level managers to create and promote safety within the CR²CLE
program. The author will need to discuss this potential implication with the stakeholders.
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Project Conclusions Within the Field of Practice
The CR²CLE program’s design, structure, and marketing plan are based on research and
evidence-based strategies, which are components that will help promote a successful plan for the
program’s adoption and implementation. The increased visibility alone of the CR²CLE program
helps boost awareness of the issues, which may influence and motivate others to work toward
exploring innovations in social work. If the CR²CLE program is successful, there is potential to
expand the use of the program across other disciplines such as the health profession, educators,
and law enforcement.
Implications for Practice, Further Actions, and Recommendations for Future Work
If the CR²CLE program is deemed successful, there is potential to continue expanding the
research and conducting longitudinal studies. The potential of expansion in the research field will
help evaluate the program’s impacts on individuals’ well-being and resilience long term.
Research on the pedagogy of the program can also greatly inform the project and future
innovations because evaluating the teaching methods and their impact on the learners and
outcomes will provide critical information that may spur modification of CR²CLE’s instruction
delivery, content, and program design. Pedagogy research could involve studying the facilitators
who are implementing CR²CLE in their agency to determine the impacts of the program on their
students. This research will help developers discern the program’s pedagogy and delivery impact
of the outcomes of the CR²CLE program. Future research should include the study and
evaluation of the managers who complete the Facilitator Training Workshops to explore whether
the program continues to be effective for the trainers. Technology could potentially serve as a
valuable addition to the CR²CLE program, strengthening instruction delivery and reception to its
impacts on their participants. Therefore, future action may require exploring the use of
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technological interventions such as an app that will supplement the learning experience of
program participants.
Limitations and Risks
At this time, the Wellness Options LLC staff consists of three social workers who will
provide the majority of in-kind services for the CR²CLE program. At some point, the demands of
the program will require the Wellness Options staff to expand training to other potential
facilitators to help with program delivery. If there is no staff expansion within Wellness Options
LLC the current staff’s ability to successfully meet the needs of various potential agencies who
may express interest in the CR²CLE program will be limited. The expansion of financial
resources is also necessary to have sufficient funding to ensure the successful implementation
and sustainability of the CR²CLE program. Exploration of additional funding resources and
collaborative partnerships in the community will help ensure the financial success of the
CR²CLE program.
Dissemination of Prototype
The CR²CLE program’s prototype, the website www.cr2cleprogram.com, is a medium
that can be immediately shared with social service providers, management, and other external
constituencies such as the NASW and potential funding partners. The delivery of information
from the website provides data and sufficient information regarding the landscape of the
problem, statistics, and program design, all on one prototype. The website also includes other
marketing components such as infographics and videos. Together, these components offer a
creative, innovative, and appealing way to deliver information related to the CR²CLE program.
The link can be immediately shared with others through emails and social media platforms,
which will provide immediate exposure to the program to many people. An increase in social
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media presence through blogs and article postings on the website may provide an additional
pathway to mass exposure of the problem and the innovative solution of the CR²CLE program.
Plan for Advancing Next Steps
The CR²CLE program is expected to start in January 2022 at Merced County’s Human
Services Agency. The next critical step is to continue the expansion of financial resources and
opportunities for the CR²CLE program to ensure its success. Working toward the expansion of
training additional facilitators for the CR²CLE program is another critical step for ensuring
sustainability and the successful implementation of the program. The GAANT chart in Figure 5
provides detailed information about the next steps for the CR²CLE program.
Figure 6
GANTT Chart
The CR²CLE program’s GANNT chart is a visual depiction of the activities, tasks, and
goals for the program. The program will be guided by the EPIS framework to facilitate the
program’s successful implementation and advancement. The GANNT Chart is a visual depiction
of the innovation program’s tasks, activities, goals, and timeline. The EPIS framework consists
of the Exploration, Preparation, Implementation, and Sustainment phases (Cooksy et al., 2001;
Catalysts Redefining Resilient Communities and Leadership Excellence: An Executive
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Kirchner, 2017). As indicated by the GAANT Chart, the Preparation and Sustainment phases are
in progress. Implementation of the CR²CLE program is expected to start at Merced County in
January 2022. Therefore, much of the work in the Preparing and Sustainment changes are in
progress since the program has not officially begun.
Conclusion
The CR²CLE program has great potential to add to the research about social isolation
experiences of social service providers. CR²CLE offers an innovative solution to the problem of
social isolation. The program will offer one avenue of helping those dedicated individuals who
continue to provide support and resources to people during a crisis, work in partnership with at-
risk and marginalized communities to help them succeed, thrive and advocate for social justice
for all communities.
For more information about the CR²CLE Executive Leadership Program go to:
www.cr2cleprogram.com
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Abstract (if available)
Abstract
The capstone research project for the CR²CLE (Catalysts Redefining Resilient Communities and Leadership Excellence) Executive Leadership Program for social service managers offers an innovative solution that addresses the two major contributing factors to social isolation experiences of social service providers: occupational stress and mental health stigma in the workplace. CR²CLE is a human-centered, sustaining innovation that aims to promote individual and organizational resilience by infusing evidence-based practices and skills to strengthen employee resilience and well-being. Bandura’s Social Learning Theory will guide the conceptual framework utilized for this study. The mixed-methods, pre-experimental research design will include the following measures: Secondary Traumatic Stress Scale, Mental Health Stigma Scale, Workplace Isolation Scale, Resilience at Work Team Scale. Data will also include interviews collected from the CRCLE Executive Leadership Program participants. This capstone project offers valuable insight that may potentially lead to improvement in employee and organizational well-being and resilience. There is a need to continue to explore solutions and strategies that examine the social isolation experiences of social service providers.
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Cadalig, Sara
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Catalysts redefining resilient communities and leadership excellence: an executive leadership program for social service managers
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Suzanne Dworak-Peck School of Social Work
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Doctor of Social Work
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Social Work
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2021-08
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02/22/2022
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07/23/2021
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mental health stigma experiences of social service providers,OAI-PMH Harvest,occupational stress experiences of social service providers,social isolation experiences of social service providers,social service managers' health and well-being,social service providers,Social Work
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mental health stigma experiences of social service providers
occupational stress experiences of social service providers
social isolation experiences of social service providers
social service managers' health and well-being
social service providers