EAGALA Military Task Force Resource Handbook

Transcription

1 EAGALA Military Task Force Resource Handbook

2 Table of Contents Introduction p. 3 Ideal Clients p. 4 Services p. 7 Establishing Value p. 8 Logistics p. 10 Making Contact p. 11 Building Relationships p. 13 Overcoming Obstacles p. 14 Funding Programs p. 16 Sound Off p. 19 Appendix Commissioned Office Ranks p. 21 Warrant Office Ranks p. 23 Enlisted Ranks p. 24 Equine Assisted Deployment Transitions Program p Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

3 Introduction What is EAGALA? Founded in July 1999 as a non-profit 501(c)(3) organization, EAGALA is committed to setting the standard of professional excellence in how horses and humans work together to improve the quality of life and mental health of individuals, families and groups worldwide. EAGALA provides education, standards, innovation, and support to professionals providing services in Equine Assisted Psychotherapy and Learning around the world. What is the EAGALA Military Task Force? The purpose of the Military Task Force Committee is to establish resources, support, and guidelines / good practices for EAGALA members to use when introducing Equine Assisted Psychotherapy (EAP) and Equine Assisted Learning (EAL) to military or veteran groups. One goal is to create template(s) for use when communicating with these groups, and to outline the different possible avenues for securing financial support for EAP and EAL programs or services. A component of our mission is to unite the EAGALA grass roots efforts and to assist the EAGALA leadership in making valuable connections at the national level. Mission: To provide EAGALA Model services to our armed forces and families around the world. Objectives: Provide resources to support and educate EAGALA certified members in working with this population (manuals, networking, workshops, training) Create templates of programs and procedures which may be replicated around the world Create procedures to help programs obtain successful approval and funding to work with all aspects of the military and military families Work at the national level for ongoing recognition of EAGALA model work with this population and encourage and support grassroots efforts Work with the Research Committee to facilitate research projects in the work with this population and provide resources for programs to measure outcomes Write grants for funding to provide services and conduct research 3 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

4 Client Focus Who is your client? Every EAGALA treatment team has its unique strengths and preferred client base. When first starting out, a good practice is to gather the team together and answer this very important question- Who is your client? Brainstorm and record the responses from each team member. By the end of this meeting, you should all have a clear picture of the type of client your team wants to address/assist. Some questions to ponder within your team are: Do you want to focus on pre-deployment, deployed, or post deployed troops? Is there a specific diagnosis you would like to focus on? Would you prefer to stay focused on one diagnosis or those suffering from multiple diagnoses? Would your team prefer to work only with civilian reintegration goals such as those focused on career and corporate concerns over those seeking psychotherapy? Would you prefer to work with single veterans or those with families who also need support? What branch of military do you want to pursue? Are you willing and equipped to accept physically disabled clients? Do you have a professional team with appropriate experience and expertise in the areas necessary to provide services for your ideal clients? If not, where will you find the right people to fill your team s needs? When will your team be 100% ready to attract and provide quality services for this unique population? It can be helpful to include a veteran(s) on your treatment team when working with military clients to bring additional credibility and to broaden understanding of military culture and practices. Where can you find your client? Once your team has identified the type of client you intend to focus your practice or business, you will need to define where this type of client can be found in your area. 4 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

5 Some things to keep in mind are: If you have chosen to work with pre-deployed troops they will most likely be located at or near stateside military bases. If you have chosen to work with deployed troops they will be located at a military installation other than that which they call home (often overseas). o How will you make contact with this population? o How and when will you conduct your services at a distance? If you have chosen to work with post-deployed troops, they can be found across the country in big cities and in small towns alike. Some may be still connected with the military in roles with the National Guard or Reserve units. Soldiers, Sailors, Airmen or Marines who have sustained an injury or suffer from a chronic health condition of any kind will be registered with their local Veterans Administration Hospital. How do you screen your clients for fit? Some EAGALA teams focus on life skills learning or coaching rather than psychotherapy. In these cases, the team has already chosen not to pursue therapy and thus, need to screen out clients/patients at a place where psychotherapy is more appropriate for them. Use of psychosocial assessment tools and partnering with other military and civilian health care professionals is paramount when working with military clients. Some things to keep in mind are: How much time does your team have to deliver assessments, process responses and report out results? What is the duration of the service or program you are offering? Is that compatible with the needs of the clients? What agreements (confidentiality and other) need to be in place between your team and base commanders or military health care professionals in regard to assessment results, treatment plans, and progress reports? o Each situation may be different according to the unique needs or desires of the military leadership with whom you are negotiating. Does your team have the capacity and willingness to work within the agreed upon parameters? (Is it worth a compromise on your end?) 5 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

6 Other questions and/or concerns that come to mind for discussion with my team are: 6 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

7 Services As with any business, EAGALA type businesses need to have clarity around what services they offer, to who, and when in order to present a professional and successful military program. Some questions to help you establish a solid foundation under your aspirations to assist military personnel and veterans during their time of transition are: What s on your menu of services? How do you advertise and present those services? Do you offer an established or proven program? What data have you collected to validate the effectiveness of your work? How long do you expect to work with each client? Do you make referrals to other credentialed professionals when necessary? Who? When? Why? How do other professionals get on your referral list? Do you cooperate or collaborate with military units or base commanders? Do you accept insurance? What kind? How is it processed (direct pay, etc.)? Do you offer demos? Free attendance or require a fee? How often? To who? How do you advertise or invite participants? Do you offer group and/or individual sessions? What is the process to follow when somebody wants to become a new patient or client (application, referral, etc.)? Once you have written down the answers to the above questions for your specific team, it s time to format that information into clear and concise verbiage you can share with clients, patients, investors, business partners, military leadership and others. Some successful formats include: One page document/brochure o Can be laminated, folded, mailed, posted in your office or other appropriate venues o Use colors and pictures as attention getters but don t overdo it when it comes to presenting the information to military personnel o Give it a clean and crisp appearance o Utilize professional printers whenever possible Presentations o Build this same information into your electronic presentations (Microsoft PowerPoint is a great program for presentations) o Include more pictures and less words when you will have the opportunity to supplement your material verbally 7 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

8 Establishing Value A major component of your presentations to military and veteran organizations should be the answer to two critical questions: 1. What s in it for the troops? 2. What s in it for the organization? It is wise to keep in mind that the military and veteran organizations are expected to provide the necessary health care services to our troops. If those organizations are approaching your team and requesting assistance in providing therapeutic or educational, learning, or coaching services then you are off to a great start! If, however, you are trying to sell your services or program to these organizations then you will want to tread carefully so as not to insult internal care providers. Partnering with key individuals and building alliances with them is the best approach to getting your foot in the door. Equine assisted programs can be a great addition to their current services! Think of captivating and concise ways to express the value of equine assisted psychotherapy and the unique services you offer. How will it help the troops and how will it help the organization attain their own goals? The Appendix section of this Handbook may spark some ideas that will help you customize your approach and presentation. Some things to consider in designing your presentation materials are: Who is your audience? o This will dictate the amount of detail to include. The higher the level or rank in your audience the less detail you want to present. Have the details available in an appendix, handout or leave behind document for those who wish to read through it on their own. How much face time will you have to present your program? o The less time you have the more informative and captivating your leave behind materials need to be. Consider making them unique by adding a picture, laminating a summary card, or some other method that will encourage your contacts to hold onto your information rather than file it in the recycling bin among all the other paperwork handed to them that day. Will you have electric outlet access and a projector for an electronic presentation? o If so, consider utilizing PowerPoint to create your work of art (Remember a picture tells a 1,000 words!) What do you want them to say about you and your business after you have made your pitch? 8 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

9 o If you start with the answer to this question top of mind then you are more likely to create materials and present yourself in the most appropriate manner. It will help you decide on things like: What clothing you wear How verbose you are How formal or informal you are How much fun you have during the presentation How involved you get your audience How factual or emotional you are How much knowledge or credibility you tout 9 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

10 Logistics In designing and presenting your equine assisted programs don t forget to consider all the logistics involved in bringing your vision to fruition. There are a lot of aspects to think through and if you already have these kinds of details well thought out you will find it removes some of the burden on the shoulders of your audience. It is one less thing they need to figure out before giving you an answer to whether or not they want to utilize your services. Remove the road blocks before you start the journey! Some questions to consider when planning the logistics are: How will the client get to and from sessions? What will you provide to the client during session? What time, where, when, what materials, etc? If the session is longer than a couple hours, will you offer refreshments or meals? What budget will pay for the refreshments? Do you have a covered arena? Do you have a backup plan for inclement weather? Are there enough restrooms for the maximum number of participants? Other questions and/or concerns that come to mind for consideration by my team are: 10 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

11 Making Contact Once you have determined what branch or branches of military you want to offer services to and identified where their facilities are located it is time to consider how to best make contact with key personnel. The best time tested and proven technique to consider is establishing a champion or strategic partner within the organization of your choice. If you already have a contact person or acquaintance who is either employed or currently doing business with the units you wish to contact then that is the best person to reach out to initially. Your first goal should be establishing a friendly and mutually fruitful rapport with a representative firmly anchored within the target organization. Next, the focus can shift to what your services are and how they can complement or assist your strategic partner in achieving his/her job and organizational goals. What if you don t have any contacts within the organization you want to approach? A great first step would be to acquire an organization chart or at least a listing of existing departments. From there you can locate contact numbers and addresses for employed personnel in company directories, online searches, etc. There may be one or more departments that would match the type of services you are prepared to offer. Be creative when it comes to how your business can ideally fit into the businesses you want to approach. Think outside the box! o Therapy services could fall under mental health services, family services, internal or external therapy support agencies, etc. o Educational/coaching services could fall under human resources, chaplain services, operations or even recreation services. What s the best way to make contact? As with civilians, military personnel vary greatly in their personal communication preferences. Some will operate only via texting or . Others will prefer phone conversations over electronic communication. Still others will ask for everything to be in written form. Once you have identified specific individuals you wish to contact to introduce your programs or services, take the time to find out a little bit about them before making first contact. What do I need to know about my potential contacts? Find out how to address the person correctly (i.e. full name, rank, nicknames, etc.) What is their preferred mode of communication with external individuals? When is the best time to reach out to them? Do you have a common friend or colleague you can ask to provide introductions? 11 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

12 How many times should you try to make contact with the same person? Another aspect of making contact with a new business prospect is how much follow up is appropriate. This is a hard question to answer as a general statement. However, when addressing military personnel it is important not to overstep the boundaries they are comfortable with when it comes to external resources. At the same time, you want to make yourself available and easily accessible. This will come down to a judgment call that will be different for each situation. It is recommended that you utilize multiple communication modalities to deliver your message. If you leave a voice mail for somebody, a follow up is very appropriate. If you don t hear back from your contact within a few days a second call or is still acceptable. You may also consider writing a card or sending a letter with additional information that can be delivered to your contact with their regular mail. At this point it is advisable to allow your contact some breathing room of a couple weeks. When dealing with the National Guard or Reserve units give them extra time because they may not be in the office or even on base more than once a month or more sporadically. If several weeks have gone by with no return call, or letter it is reasonable to expect you to try one last time to reach your contact via phone as well as . Please make sure you include all of your contact information each time you attempt to communicate via voice mail, or US mail. At what level in the organization should you maintain communication? When communicating with military personnel it is very important that you adhere to their chain of command as closely as possible. Once you have established a rapport with a ranking officer he/she will most likely assign a lower ranking person to be your liaison for communication going forward. Don t be disappointed or insulted by this. It is normal practice. Proper etiquette at this point is to use this liaison person as a guide and source of support as well as a messenger when you need to share information up the chain of command. Look upon this relationship as very beneficial to you. This person can keep you out of trouble by informing you of protocol, policy, normal practice and eventually may even become your biggest advocate! 12 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

13 Building Relationships Building and maintaining relationships with clients and potential clients is critical to the success of most businesses. Recommended ways in which relations can be encouraged include sending seasonal cards, calling quarterly to say hello and inquire as to their current needs, and including them on your business newsletter mailing list. In dealing with the military it is important to consider potential restrictions placed on government personnel with regard to accepting gifts. This often includes things such as meals, T-shirts, logo wear, etc. To avoid awkward or embarrassing situations, it is best to inquire about what restrictions are in effect prior to offering gifts of any size to military or government representatives. EAGALA demos will give potential clients the chance to see your team in action. This helps to build relationships, credibility and is the best way to sell your program! Arrange EAP/EAL demonstrations and offer to volunteer your services whenever possible. A recent EAGALA Newsletter referred to Give An Hour, a nonprofit organization whose mission is to develop a national network of volunteers capable of responding to both acute and chronic conditions that arise within our society. They are currently focusing on the U.S. troops and families who are being affected by the current military conflicts. If you would like to donate your mental health services to this organization, join the 2300 other mental health care professionals by visiting their Web site at to sign up and to learn more about the organization. Other ideas my team has to build client relationships are: 13 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

14 Overcoming Obstacles If you are an EAGALA professional, then you are certainly familiar with overcoming obstacles of varying sizes! You have observed clients as they navigate metaphoric obstacles in the arena and you have faced the difficult task of creating an EAP/EAL business, which is chock full of obstacles. Some of these include funding problems, staffing difficulties and aspects of managing the daily business. Along with these surmountable road blocks you may experience feelings of disappointment and rejection. At times like this it is important to remember what you have learned as an EAGALA practitioner: What are the possible ways to get over, through or around the obstacle? Does the obstacle need to be broken down to a more manageable size? Can the obstacle be moved to a more convenient location? How is success defined? By whom? What support is needed to be successful? When does success need to be achieved or redefined? How will you know when you have been successful? How will you celebrate your achievements? Each time you find yourself facing a new obstacle, remember to break it down to its simplest form, identify your goal and determine what success looks like for you and your team. Then get the support and resources you need to achieve your vision for success! There are some common obstacles EAGALA members have found in solidifying a relationship with military/veteran organization. Be prepared for questions around liability and risk assessment. With the help of Mark Fredricksen of PMT/Hub International Insurance, EAGALA has a resource available to assist you in writing your risk management policy. Use that to put your policies and procedures in place and have that available to share as needed. In addition, you should always carry farm and professional liability that protects your business and personal assets. Another common question that comes up during discussions with military installations is how to get Tricare (military insurance program) or Medicare to cover EAP. It is advised to verify coverage of experiential therapies on a case by case basis. The EAGALA web site is a great resource where you can find research that has already been conducted. Read through what is available and pull any statistics from the work that will support your pitch. The more data you have to support EAP/EAL the more 14 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

15 credible your team will have during your presentations. New information is added regularly for EAGALA members, so check back often for the most recent studies. Finally, it is important to understand that most service members would rather suffer with their emotions and mental disruptions rather than call attention to themselves and ask for help. In doing so, it can be considered a permanent label in their military records. This would mean that even though a service member has not been officially diagnosed with PTSD or another condition, he/she could still be suffering and in need of professional help. There is much value in offering EAP services to every service member returning from the battle field and re-entering the civilian sector. 15 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

16 Funding Programs The funding for your programs and services can come from many sources depending on how you have legally set up your company and if you have financial, marketing or grant writing experts on your team. This section is not meant to have the solutions to your funding goals, but is meant to offer you suggestions on the possible pathways available to you. More streamlined and specific guidance will be available in future revisions of this handbook. Some areas within the military organizations where funding sources are a possibility are Family Services, Chaplain Services, Human Resources and Mental Health Services. In addition, the person who is in charge of the Traumatic Brain Injury (TBI) program may have the ability to include EAP work in his/her regular budget. Visit EAGALA s web site at and Community site for other potential resources. External Resources Other places where assistance is available are: Veteran Administration (VA)- Congress has approved an increased amount to fund veteran programs. The VA should be getting a portion of this and may be ready to establish a relationship with external programs such as yours. Small Business Administration (SBA) Find your local chapter and get free business and financial advice. Angel Investors- These people usually loan between $150K and $1 Million to help entrepreneur business owners. (note: They ll be expecting a return on their investment.) Local Colleges and Universities- Schools often have programs geared toward veterans and/or reaching out to assist veterans. Perhaps look into ways to join them in their efforts or offer to be a referral source for their veterans. Research- In addition to schools, many civilian health care organizations have money set aside to fund veteran research or provide veterans with discounted care. There may be a place for partnership with your business where grants are more likely to be approved. 16 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

17 Additional Funding Ideas Build Alliances! There are many private groups focused on assisting our warriors. Find them in your area and build relationships. They may have additional resources in promoting, support, and funding these services. NAMI National Alliance on Mental Illness they have a Veterans Resource Center with a lot of information. Each state has a division of NAMI (check out the website for your state NAMI as well) with many resources for working with veterans. The American Legion BPO Elks KIA (Killed in Action) Organization- Wounded Warriors The United Way- Give An Hour get involved by donating services Google Veterans Outreach Center where you will find several links around the country lists non-profit groups around the country supporting our troops Get involved with your local Chambers of Commerce In 2006, the DoD Military Health System received $1.15 billion in supplemental funds to support contingency operations of the Global War on Terrorism effort. This money was targeted at their medical mission to provide health care to operational and eligible beneficiaries. Sources like this are perfect to fund an EAP program. Referenced Department of Defense Office of Inspector General Report No. D Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

18 Sound Off Thank you to Jennifer H. Kozel for authoring this Resource Handbook and to the EAGALA members who volunteered to be a part of the Military Task Force. The insight and experience shared made this manual possible. This is a work in progress. Please contact us if you have questions or can offer further support and assistance in the mission and objectives of EAGALA s Military Task Force. EAGALA s Military Task Force Chair: Jennifer H. Kozel, MS HRM, ACC Inward Bound Equine Assisted Learning Ctr Jennifer@Life-Nav.com Douglasville, GA (770) You can also check out EAGALA s Community website for networking with others working with this population 18 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

19 Appendix 19 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

20 Military Rank & Insignia It is advisable to know the rank structure of the military service from which you are seeking business. Below is a reference chart. Commissioned Officer Ranks Army/Air Force/Marines Navy/ Coast Guard O-1 Second Lieutenant (Army - 2LT) (Air Force - 2d Lt) (USMC - 2dLt) Ensign (ENS) O-2 First Lieutenant (Army - 1LT) (Air Force - 1st Lt) (USMC - 1Lt) Lieutenant Junior Grade (LTJG) O-3 Captain (Army - CPT) (Air Force - Capt) (USMC - Capt) Lieutenant (LT) O-4 Majorr (Army - MAJ) (Air Force - Maj) (USMC - Maj) Lieutenant Commander (LCDR) O-5 Lieutenant Colonel 20 Commander (CDR) Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

21 (Army - LTC) (Air Force - Lt Col) (USMJ - LtCol) O-6 Colonel (Army - COL) (Air Force - Col) (USMC - Col) Captain (CAPT) O-7 Brigadier General (Army - BG) (Air Force - Brig Ben) (USMC - BGen) Rear Admiral (lower half) (RDML) O-8 Major General (Army - MG) (Air Force Maj Gen) (USMC - MGen) Rear Admiral (upper half) (RADM) O-9 Lieutenant General (Army LTG) (Air Force - Lt Gen) (USMC - LtGen) Vice Admiral (VADM) O-10 General (Army - GEN) (Air Force - Gen) (USMC - Gen) Admiral (ADM) Note: The Navy also uses Air Force/Army/Marine style rank on the collar. 21 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

22 Warrant Officer Ranks Army Navy/Coast Guard Marines W-1 Warrant Officer One (WO1) Warrant Officer (WO1) Warrant Officer (WO-1) W-2 Chief Warrant Officer Two (CW2) Chief Warrant Officer Two (CW02) Chief Warrant Officer 2 (CW- 2) W-3 Chief Warrant Officer Three (CW3) Chief Warrant Officer Three (CW03) Chief Warrant Officer 3 (CWO-3) W-4 Chief Warrant Officer Four (CW4) Chief Warrant Officer Four (CW04) Chief Warrant Officer 4 (CWO-4) W-5 Master Chief Warrant Officer (CW5) Note: According to NAVADM Message , Nov 2002, the Secretary of the Navy has authorized implementation of W-5 for the U.S. Navy Beginning in Fiscal Year 2004). Note: The Air Force does not have Warrant Officers. Chief Warrant Officer 5 (CWO-5) 22 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

23 Enlisted Ranks Army Navy/Coast Guard Air Force Marine Corps No insignia No insignia No insignia E-1 Private (PV1) Seaman Recruit (SR) Airman Basic (AB) Private (PVT) E-2 Private (PV2) Seaman Apprentice (SA) Airman (Amn) Private First Class (PFC) E-3 Private First Class (PFC) Seaman (SN) Airman First Class (A1C) Lance Corporal (LCpl) E-4 Corporal (CPL)l Petty Officer Third Class (PO3) Senior Airman (SrA) Corporal (Cpl) Specialist (SPC) 23 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

24 E-5 Sergeant (SGT) Petty Officer Second Class (PO2) Staff Sergeant (SSgt) Sergeant (Sgt) E-6 Staff Sergeant (SSG) Petty Officer First Class (PO1) Technical Sergeant (TSgt) Staff Sergeant (SSgt) E-7 Sergeant First Class (SFC) Chief Petty Officer (CPO) Master Sergeant Gunnery Sergeant (GySgt) (Collar & Cap) First Sergeant (Master Sergeant) E-8 Master Sergeant (MSG) Senior Chief Petty Officer (SCPO) Senior Master Sergeant (SMSgt) Master Sergeant (MSgt) 24 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

25 First Sergeant (1SG) (Collar & Cap) First Sergeant (Senior Master Sergeant) First Sergeant (1stSgt) Sergeant Major (SGM) Master Chief Petty Officer (MCPO) Chief Master Sergeant (CMSgt) Master Gunnery Sergeant (MGySgt) E-9 Command Sergeant Major (CSM) (Collar & Cap) First Sergeant (Chief Master Sergeant) Sergeant Major (SgtMaj) Command Chief Master Sergeant Sp Pay Gd Sgt. Major of the Army (SMA) Master Chief Petty Officer of the Navy (MCPON) 25 Chief Master Sergeant of the Air Force (CMAF) Sgt. Major of the Marine Corps (SgtMajMC) Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

26 (Collar & Cap) Images Above are Official Department of Defense Images 26 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,

27 Equine Assisted Deployment Transitions Program An EAGALA based model for strengthening resilience and enhancing coping and communication skills Ilka B. Parent and The Equine Assisted Growth and Learning Association (EAGALA) Copyright 2008 Ilka Parent. Provided with permission.

28 Table of Contents: 1. Summary 3 2. Situation Solution Objective How EAP works A Proven Treatment Methodology Fundamentals of EAGALA Model EAP Why horses? Treatment plan Training modules/activities Assessment tools Providers Location References. 11

29 Equine Assisted Deployment Transitions Program Maintaining the psychological health, enhancing the resilience, and ensuring the recovery of service members and their families are essential to maintaining a ready and fully capable military force. - Report of the Department of Defense Task Force on Mental Health, June Summary Needs addressed: There is an overwhelming need for mental health diagnosis and care, mental health care providers, and aid in the reintegration period. Solution: A program utilizing Equine Assisted Psychotherapy (EAP) Benefits: A treatment program which is hands-on and interactive has more appeal than the traditional office talk therapy and has fewer stigmas associated with it. The program effectively strengthens resilience characteristics and transitioning skills, and provides long-term treatment results with fewer sessions. 2. Situation Recently, the news has been filled with reports on how the current medical and mental health infrastructure is unable to provide adequate care for our service members. According to an AP press release (June 15), about 35 percent of soldiers are seeking some form of mental health treatment a year after returning home. Army officials report 10,477 divorces among the activeduty force in 2004, a number that's climbed steadily since 2001 (DOD PR June 16, 2007). The effects of prolonged, recurring deployments can not only be seen in the workplace, but they are affecting family life as well. The Army has increased support to counter perceived stigmas about seeking mental health help, and is offering more programs to enhance marital relationships and support groups for their soldiers. There is a call to revolutionize warrior care, and much emphasis is put on providing the best treatment options.

30 However, local communities are often overburdened by the amount of soldiers and their family members needing help, and therapy is often a long, drawn out process in an office setting. Despite increased training and preventative diagnostics, many soldiers still do not seek help, sometimes receiving prescription medicine that might mask underlying issues. Surveys of troops in Iraq have shown that 15 to 20 percent of Army soldiers have signs and symptoms of post traumatic stress. There is an apparent need to accommodate the increasing demands for effective treatment modalities and diagnostics, to not allow service members to fall through the cracks. A report from a Defense Department task force released June 14, 2007 supports this statement. It found "current efforts fall significantly short" in providing help for our troops. "The psychological health needs of America's military service members, their families and their survivors, pose a daunting and growing challenge to the Department of Defense (AP 06/ 15/2007). The psychological health needs of service members, their families and their survivors are daunting and growing. The evidence for this is substantial. Despite the suppressing effects of stigma, more than a third of active duty Soldiers and Marines self-report psychological health problems in the months following deployment, as do half of the members of the Reserve Component (DMSS, 2007). Rates of self-reported psychosocial and marital concerns are highest among service members exposed to the greatest degree of danger and who have repeatedly deployed. Further, the number of service members in these subgroups continues to grow (U. S. Army, 2006; Wheeler, 2007). The time for action is now. The human and financial costs of un-addressed problems will rise dramatically over time. Our nation learned this lesson, at a tragic cost, in the years following the Vietnam War. Fully investing in prevention, early intervention, and effective treatment are responsibilities incumbent upon us as we endeavor to fulfill our obligation to our military service members. - Report of the Department of Defense Task Force on Mental Health, June 2007 One important point of when stressors are at their peak is the reintegration period; when service members return from their deployments and enter garrison life. Nationwide training Battlemind Training - offered to facilitate this process has already been implemented. However, these training sessions mostly consist of lectures and presentations. Coming back from a combat environment to a classroom environment poses certain challenges to the soldier.

31 Solution Equine Assisted Psychotherapy (EAP) is an emerging psycho-educational treatment modality incorporating horses experientially for emotional growth and learning. It is based on the EAGALA Model 1. Through carefully chosen activities, participants gain insights into their behaviors through learning by doing. Sessions are different in many aspects: groups of 8 or more can participate, thereby increasing treatment accessibility and shortening time to receive treatment. The classical therapeutic office model is taken out of context and placed in an arena with horses; interactions exist with the horses and a professional team of at least one licensed mental health professional and at least one horse specialist. Activities are hands on; lectures and long conversations are reduced to a minimum. Insights and changes in behavior do not necessarily occur by talking, but rather through the interaction with the animals. 3. Objective Posttraumatic stress is an absolutely normal reaction to a very abnormal situation. When not given the proper tools, symptoms of severe stress can manifest themselves into psychiatric disorders. Our objective is to provide our service members and their families a preventative safety net: the opportunity to practice and apply the tools set as standard by the Battlemind Training, therefore increasing the probability that current support systems are being properly used and severe reactions avoided. We are expecting the following outcomes: There will be a significant decrease in: Family and marital disintegration Domestic violence Alcoholism and substance abuse 1 EAGALA: Equine Assisted Growth and Learning Association a 501(c)3 nonprofit organization which provides education, standards, innovation, and support to professionals providing services in Equine Assisted Psychotherapy. EAGALA offers certification in this treatment modality, providing a high standard of professional and ethical practice.

32 There will be a significant increase in Smooth transitions from combat to garrison life Increase in resilience Effective coping and relationship skills Healthy relationships and families 4. How Equine Assisted Psychotherapy (EAP) works The model of talk therapy involves reflection, instruction, insight, cognitive and emotional processes. The therapist acts as a catalyst for change and designs therapy sessions based on theoretical bias. The client takes emotional, cognitive, and psychological work from the therapy session back to everyday life and through a process of practice and reflection, change may occur. With EAP, clients have the opportunity to immediately practice and integrate new ways of being, because of the in the moment demands that interactions with animals require. The work of EAP has the potential to create change in the moment, thereby reducing required time to achieve desired results. Experiential (hands-on) training is a more effective approach to learning. This is especially true for those who join the armed services: their personalities thrive in a hands-on training environment. The Department of Defense already effectively incorporates this concept in the methods used to train our men and women for combat. To implement this same concept during the reintegration period will have an incredible impact: Action, not talk principles of healthy transitions are practically applied and practiced Overcome barriers of care Participants challenge themselves in activities with horses which removes much of the stigma associated with traditional talk therapy treatment methods. Participation in these activities makes this treatment modality more interesting and appealing, therefore increasing the probability of having a greater impact. Horses respond to nonverbal communication which removes cultural barriers. Solution-focused participants must find their own solutions to proposed exercises through hands-on experience; they learn to rely on themselves and their team members

33 Fostering resilience Experiential activities re-create frustrations, stressors, and relationship problems. Participants learn to adapt, improvise, and overcome perceived stressors as effectively at home as they do on the battlefield. Focus on non-verbal communication horses confront unhealthy non-verbal messages, providing awareness of how participants communicate and promoting change to healthy communication styles Adaptability participants must respond to the unpredictability and inability to control the horses and discover ways to make the relationship work Weapons proficiency is a relatively easily learned skill. Combat tactics are thoroughly taught and reinforced in war games. Physical fitness is extolled as the primary individual preparation for military service. However, little attention is paid to enhancing cognitive fitness and psychological resilience the attributes most celebrated in the military s finest leaders and combat heroes. - Report of the Department of Defense Task Force on Mental Health, June A Proven Treatment Methodology Research/Outcome studies: Much of the literature supporting the burgeoning increase in animal-assisted therapeutic programs is based on case-studies, survey responses, or theoretical literature (Greenwald 2001; Hayden 2005; Iannone, 2003; Root, 2000; Taylor 2001; Tramutt, 2003). Therapeutic riding programs are currently successfully being used by the VA with disabled veterans. EAP has been known to positively affect various groups, e.g. violent offenders, at-risk youth, and people seeking personal growth experiences (Frewin &Gardiner, 2005). At this time, there are approximately 500 centers and programs running in the United States who successfully use EAP for a variety of in- and outpatients with many clinical and psychiatric disorders.

34 6. Fundamentals of EAGALA Model EAP Specific treatment goals/interventions are identified and documented Activities captivate and hold attention; they stimulate creativity and thinking outside the box : participants learn to rely on resources other than preconceived solutions Sessions are individually designed; they address prior identified mental health and human development issues quickly, directly and effectively Activities are designed to incorporate metaphoric learning by recreating situations similar to home, work and in relationships Due to its nature of being hands on, experiential learning and therapy offers the greatest likelihood for authentic participation Participants create their own internal images, thereby increasing their ability to address psychological material with reduced levels of defenses EAP stimulates conscious and unconscious processes, creating new possibilities, strengths, perspectives, understanding and solutions Within attending groups, cohesion deepens and communication is enhanced EAP sessions are non-directive. This approach benefits participants by: Allowing opportunity to utilize individual creativity and problem solving Increasing self discovery, self-confidence, self-efficacy and leadership Helping participants discover what is right and wrong for themselves Experiencing the immediate reality of choices, attitudes and consequences EAP is not a horsemanship workshop: the primary focus is on the development of interrelational, coping and communication skills Sessions are conducted on the ground, there are no riding activities. This allows focusing on skills that need to be addressed instead of focusing on learning to ride The fundamental concept is that by changing one s behavior, the environment (here the horses behavior) will change

35 7. Why horses? Although there are various types of experiential modalities to treatment, horses add an additional benefit. They respond to the participants and their non-verbal messages. Horses flight animals by nature - are highly social animals living in large herds. Because of that, they have the inate ability to read body language and to respond to underlying issues in large groups. Since horses have no inhibitions, preconceived notions or hidden agendas, they act purely on basic needs, mirroring the behaviors and emotions of the individuals with whom they interact. As a result, the horses play out and mirror the dynamics the participants experience in other aspects of their lives. People typically speak for animals and are readily willing to interpret animal behavior. These dynamics create unlimited potential for treating a variety of psychosocial problems. 8. Treatment plan: Leaning on the already established Battlemind Training, key concepts of reintegration and stress management are addressed: Anger management (Accountability vs. Controlling; Targeted vs. Inappropriate Aggression; Non-defensive vs. Aggressive driving; Discipline and Ordering vs. Conflict) Problem solving styles (Tactical Awareness vs. Hypervigilance; Individual Responsibility vs. Guilt; The Alcohol transition) Communication (Buddies vs Withdrawal; Mission OPSEC vs. Secretiveness) Relationship and family roles (Emotional Control vs. Detachment)

36 9. Training modules/activities: One example of an EAGALA session in treating redeployment transition issues. Participants are asked to build two spaces utilizing various props in an arena setting; one space represents their time being deployed, the second home or life in garrison. What they build and the meaning behind it will be discussed prior to handling the horses. For example, the props may represent physical and emotional reminders of their deployment and can be labeled accordingly. The soldiers are then asked to move a group of horses from the home space to the deployment space and back. This in itself presents them with a number of difficulties. Horses have different personalities, generally do not want to get separated from each other or might not want to be brought to a certain area. Participants are not allowed to touch or bribe the horses in any manner. How the soldiers go about this activity which horses they pick, how they communicate with each other, how they work together as a team or individually, how they treat the horses - each aspect of this process and the horses responses to their choices is then discussed and related to parallels in their transition experience. The soldiers will determine what metaphor the horses become for them: the horses may become a representation of themselves or family members, or they may represent feelings, beliefs, expectations, or dreams and hopes. By creating an experience like this, the soldiers have the opportunity to project on to the horses and experience real-life concerns, patterns, and beliefs. By addressing the metaphors, the activity itself and experienced difficulties, participants have the opportunity to draw parallels to how they react in similar situations with similar difficulties. The concept of how changing one s behavior will affect the entire process becomes apparent and can then easily be transferred to their redeployment experience. 10. Assessment tools To be able to measure the efficacy of our program, a series of questionnaires and inventories will be administered before and after the course of these sessions. These test instruments will include proven test instruments about depression, anxiety, PTSD, coping and communication skills. Sessions will be geared and structured to address the most predominant needs of participants.

37 11. Providers Providers for Equine Assisted Psychotherapy services are EAGALA certified to ensure training, ongoing training requirements for certification renewal, and adherence to standards of ethics and practice. EAGALA requires sessions to be conducted with a team of licensed mental health professional working with an equine specialist. 12. Location Many military bases already house horses and arena facilities. Currently, these are primarily used for recreational purposes. However, putting these resources to additional benefit to train soldiers and their families makes financial and investment sense. Additionally, EAGALA certified members around the world have facilities and programs in place to provide services in other areas. 14. References There are currently programs around the country providing EAGALA model EAP services for military personnel, veterans, and their families. These programs provide services for treatment needs including deployment transition issues, PTSD, alcohol and chemical dependencies, abuse, grief, and marital and family therapy. Contact EAGALA s Military Task Force Chair for more information: Jennifer Hodgson-Kozel, Inward Bound Equine Assisted Learning Ctr., Douglasville, Georgia, , inwardbound.ealc@yahoo.com

38 NOTES: 38 Copyright 2009 EAGALA, Inc. Photos 2008 Jennifer Hodgson-Kozel,