RSPCAStress audit:Draft report

By Dr Niki Ellis28 June 2007

??Research questions

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Is compassion fatigue a significant organisationalhealth problem for the RSPCA?What are the factors which are risks andopportunities for organisational health at theRSPCA?What are the suggestions for improvement bystaff?What is the proposed approach to compassionfatigue?What are the next steps?

What is compassion fatigue?

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’Source: Figley and Roop p11

Compassion fatigue is exhaustion dueto compassion stress…..Compassionstress is the demand to becompassionate and effective in helping.Animal care professionals experiencecompassion fatigue when they aretraumatised by trying to help.

Mechanisms for compassion fatigue- PTSD

Being a primary trauma survivor – eg carcrashExperiencing trauma second-hand(secondary traumatic stress reactions) – egcarers witnessing suffering in animalsHaving experienced trauma previously,then witnessing trauma to others, eganimals, which provokes awareness ofcarers previous trauma

Compassion fatigue paradoxes

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Exposure to the suffering, together with effectiveempathetic ability and concern for the suffering,are the necessary ingredients ….to provide thenecessary empathetic response, given the rightkind and amount of training and supervision

Care/euthanasia paradox

Animal carers experience both high levels ofcompassion satisfaction and compassion fatiguesimultaneously – ‘book end picture’

Definition of client - ? Animal, ? Owner, ? Otherperson

Important symptoms of compassionfatigue

Pre-occupation (intrusive thoughts) withimages of animals suffering; dreaming

Hypervigilance – can’t sleep, can’tconcentrate, hyperaroused, startle effect,

Avoidance of situations which may remindthem of trauma

Numbness, negative attitude to people

Physical fatigue

Irritability, crying spells

What to look out for in the workplace

Poor motivation

Workplace dread

Sense of alienation

Aggression

Health problems – headaches,backaches, mental health problemsincluding substance abuse, others

Source: Figley and Roop, p 20

Impact on animal welfareorganisations

Reduced productivity

High turnover

Risk factors for compassion fatigueWorkplace

Prolonged exposure to suffering – long working hours, lackof work/life balanceUnsupportive work environmentPeople who work in animal shelters but do not performeuthanasia are at risk of compassion fatigue associatedwith euthanasia, as well as those who perform euthanasia

Previous physical and mental trauma whichis unresolved leading to traumatic memoriesand other psychological symptomsLife demands

Individual

Protective factors for compassionfatigue

Source: Figley and Roop p 10

Compassion satisfaction

Supportive work environment

‘Sentiment arising from one who derivespleasures from helping, likes colleagues, andfeels good about [his or her] ability to help andmaking contributions’

‘In the context of work, compassion stress is afunction of the general morale andsupportiveness of fellow workers, especiallythe supervisor and administration’‘Sense of trust, optimism, and mutual supportamong and between staff members’

Source: Figley and Roop p 48

Organisational health model for compassionsatisfaction and fatigue in animal shelters

Hours of exposure to suffering of animals

Supportiveness of work environment

Traumatic memories

Non-work stressors

Productivity

Turnover

Individualfactors

Prolongedexposure

Compassionsatisfaction

Compassiondistress

Mental andphysical illness

Compassionfatigue

Organisationalimpact

Primary prevention strategiesfor compassion fatigue

Figley and Roop have neglected primary prevention,their approach has a strong focus on secondary

prevention (early detection and provision of support)

However 1 citation, referring to research on psychotherapists:

Peer supportSupervision and consultationTrainingPersonal therapyWork/life balanceClear limits and boundaries with clients

Source: Hollingsworth 1993

Compassion satisfaction and fatigue survey

Standards for self care

Compassion fatigue workshops

Handouts on individual stress management

Peer support programSource: Figley and Roop

Secondary prevention strategiesfor compassion fatigue

??Analysis of sick leave, turnover andproductivity data

? Compassion satisfaction andfatigue survey

Based on qualitative research highlylikely, but need more data:

Is compassion fatigue a significantorganisational problem for the RSPCA

Total days sick by yearfor permanent staff

65.5

115143.5

0

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80

100

120

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160

Total Days

2004 2005 2006

YearYeYeY ar

Is compassion fatigue a significantorganisational problem for the RSPCA

AVERAGE NUMBER OF SICK DAYS TAKEN PER PERSON PER DEPARTMENT2006

0.50

5.80

7.83

2.002.33

4.19

2.703.00

2.50

4.63

0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

Admin F/Raising C/Centre D/Obed Retail Insp Vets HR Edu Shelters

Is compassion fatigue a significant organisational problem for the RSPCA

Is compassion fatigue a significant organisational problem for the RSPCA

Animal attendants > than vets andinspectorsCasual > permanent

From qualitative research, reportingof symptoms:

? Absenteeism > in animal attendantsStaff turnover around 30%

From qualitative research

From qualitative research, reporting

? Absenteeism > in animal attendants??Is compassion fatigue a significant

organisational problem for the RSPCA

What is compassion satisfaction like inthe RSPCA

??In all focus groups overall strongsatisfaction with jobs, with only1 or 2 exceptions

Is compassion fatigue a significantorganisational problem for the RSPCA

What staff like most about working at RSPCAInteraction with animalsSuccess in helping animals

‘I am lucky enough to have powers. I can remove(the animal), if not I can educate the owner’

Meeting challenges, variety, learning –‘different everyday’‘Being part of a team’

‘making a difference, making the world a betterplace for animals’‘help find new homes’

Euthanasia – ‘making (unfavourable) decisions inbehavioural assessment’Seeing animal crueltyBeing the end of the line ‘clean up place for the community’Owners – ‘not understanding what people do’Frustration at lack of success – ‘banging your head againsta brick wall’Physical environment – heat, rainLimited resources – lack of diagnostic equipment, state ofpensAbuse

What staff like least about working at RSPCA

Is compassion fatigue a significantorganisational problem for the RSPCA

What are the factors which are risks andopportunities for organisational health?

Factors outside workplace

Role ambiguity – care/euthanasia paradox

What are the factors which are risks andopportunities for organisational health?

Way work is organised

Job security

Workload

Job control

Scheduling

Job content

Social environment

Physical environment

--, inspectors only, other staff +++

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+++/,mitigated by care/euthanasia paradox

Rating of +++ is max positive impact - - - is max negative impact

Based on workplace inspection and focus groups

What are the factors which are risks andopportunities for organisational health?

Way people are managedRole clarity, feedback

Relationships

Senior managers

Peers

Clients

Change

Opportunity for learningand development

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Rating of +++ is max positive impact - - - is max negative impact

Current situation: strengths in relationto compassion satisfaction and fatigue

Management recognised issue and understands need to addressprimary prevention as well as secondary preventionSome good ideas on working smarterNew centre well positioned with staff as an opportunity to change theway the RSPCA works – effective change managementNew centre will address issues related to physical environmentStaff have a clear and shared vision of the bigger problem in thecommunity – understand why they are undertaking euthanasiaStaff feel empowered in their work – multiskilling has been successfulWork on strategy to improve customer service has begunWork with TAFE to formalise training begunWork to improve selection selection process begunThere is a basis on which to build counselling and support – HRmanager, employee assistance program

Current situation: challenges in relationto compassion satisfaction and fatigue

Workload and scheduling, especially for casuals‘You might work 6,7,8 days with 1 day off’‘No life, you can’t plan’, ‘OK if you fit your life round the roster’Trust – RSPCA is moving from a culture which had a focus on animals to aculture with a focus on people as well. Trust needs to be built further, developinga compassion satisfaction and fatigue program could assist this

‘To a certain extent’, ‘At times’‘There are time constraints’‘She’s my manager…it’s a line I don’t cross’‘Not everyone is approachable’

Stigma associated with not coping‘We have to be tough to work here’‘They will take us away from the animals’‘A casual person would have to be concerned about their hours beingdropped. A full time person would have to think about the way they wouldbe treated. Might get an attitude’

Inspector isolation and safety

Do you feel supported by your manager?

Suggestions for improvementPrimary prevention – managers

Celebrate wins moreContinue to improve orientation/inductionConsider making some casuals permanent P/T

Plan for animal welfare in partnership with other animal welfareorganisations, with the aim of reducing the pressure on RSPCA inthe longer term

Advocacy for legislation for desexingcatsEnhancing prevention/education function in newcampusWorkingsmarterVirtual shelter

Seize to propertyImprove customer service at reception/provide supportand so reduce surrenders

Suggestions for improvement

Prevent cruelty – supportive of greater effort inpreventionMore staffMore resourcesCasual staff – ‘2 days off in a row’

Primary prevention – animal attendants

More staff – discussed volunteer inspectors, notedthis had not worked previously, but seemed ready toconsider againTwo up teamsImproved communications – GPS not working, oftenout of range of mobile phonesGreater opportunity for discussion, debriefing

Suggestions for improvement

Primary prevention – inspectors

Reducing intake – ‘No, the thought of turning animalsaway would add a lot of stress’Consider process for decision-making on euthanasia isoptimal and greatly improved – consider sharedresponsibility between vets and animal attendants to begood, consider guidelines to be appropriate and like theflexibilityExtending multiskilling – Permanents wary, casualswould like a few (at least 2) consecutive days in eachsectionAdditional training – Induction ‘maybe a bit more’, wouldlike formal quals to supplement on the job training

Suggestions for improvement

Primary prevention – attitude of animal carers tosome ideas

Workshops and trainingQualified person on site (for support)

Suggestions for improvement

Secondary prevention - managers

‘Easy access to a counsellor’, ‘anonymity’Peer support program

Suggestions for improvement

Secondary prevention – animal carers

Proposal

Building on initiatives already commenced, andtaking a participative approach, HR manager tolead the development of a compassionsatisfaction program. The nature of theagenda (addressing an issue of fundamentalconcern to staff) and a joint management, staffapproach to development and implementationshould further build trust. In developing theprogram the potential to extend to other Statesshould be kept in mind.

ProposalPrimary prevention

Academy of Traumatology Standards a starting pointOrganisational and individual responsibilitiesInclude commitment to a reasonable workload, and creating supportive workenvironmentOnce policy is in draft form, run joint management, animal carer workshops,including baseline survey, see below

Compassion satisfaction policy

Smarter working programStart with a workshop to brainstorm ideas and plan actionHave a program of demonstration projects, eg virtual shelter, seizing toproperty, reducing surrenders at front counter, redefining role of RSPCA inpartnership with other orgs, advocacy for legislationShare information, progress etc on websiteRun staff suggestion box on above website (continuous improvement program)– focus on action and reward/recognition for suggestions

Local celebrate wins initiative – significant opportunity for staff to determine howbest to do thisContinue to involve staff as much as possible in design of enhancedadvocacy/prevention/education strategy – this involvement alone will add a furtherpositive dimension to their workDo compassion satisfaction and fatigue survey regularly (say annually). Includeresults as KPI for senior managers

Peer support program to bridge to EAPEnhance induction/orientation training

Proposal

Secondary prevention

Support proposal for employeewellness officer with the aim ofreleasing HR manager to workon more strategic issues

Proposal