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Table of Experts: Make mental wellness part of workplace culture

One in five adults and one in seven adolescents in the United States experience mental illness each year, statistics that are well understood by health and human services organizations that are on the frontlines of providing care to this population. Western New York is home to many such institutions. Leaders of six of them recently sat down with Buffalo Business First Publisher John Tebeau to discuss how they are addressing the demand for their services. Joining the discussion were: COVID-19 effect If there is a positive that emerged from the COVID-19 pandemic it is the general awareness of mental health issues. People became more comfortable talking about their mental health needs and employers became more understanding about the financial, family and life stresses affecting the workforce, the panelists said. "It helped us be more in tune with where our employees are coming from," Seib said, "so when they are asking for some flexibilities, we're much more readily able to accommodate those than maybe in the past." Because of the new flexibility in the workplace, employers have needed to better communicate expectations. Mauro said there is a different emphasis in terms of what it means to show up at your job and participate as a member of a team. The pandemic also instilled the understanding that staff need to stay at home when they are not feeling well, be given the ability to take care of themselves and not be concerned about being absent from work. This has further challenged employers to ensure there is staff available to cover the absences. It is a new normal situation that Redfern believes society is adjusting to from the pandemic. "Part of the impact on people's mental emotional well-being was that thought of going back to how it was. It is never going to be that way," she said. Overdose declines The reported 12.3% decline in deaths from opioid overdose in New York state last year aligns with the national average, and panelists were hopeful that the decline will continue. "We have made a lot of headway as a community with reducing overdose deaths because of having things like Narcan and other harm-reduction efforts, but that does not mean that the illness has gone anywhere," Seib said. "We still have a lot of people who are really struggling." Seib said the stigma around substance use is stronger than that of mental health issues. Those who are suffering have let guilt, shame and judgment from others prevent them from seeking help. Providers have come a long way with increasing access to medication and support at the height of the opioid epidemic, she said, but there is still a big gap toward care. Voelker called it a war. "There is more community education, people are being taught how to deal with it. That has had an impact," Voelker said. "It is a war. We have to keep fighting because it can go backwards quickly." She said it is important for mental health services employers to recognize that staff members can become vulnerable to the stressors of their positions. Seib agreed, saying employees may be struggling, too. "Through the COVID epidemic substance use increased significantly, alcohol use especially increased," she said. "Well that doesn't just turn off. Are those people back in the workforce and still struggling with those challenges? How do they access support in a way that also meets their needs while they are still working?" Workplace culture Workplace culture plays significantly for both current staff and future hires who may be weighing their options among the various employers. It has become a team effort post-pandemic, as Redfern appealed to her staff during a recent employee appreciation day. "I told them that we have to do this together and I need their help so that we can create a culture that they want that is also attractive to people who come into this field," Redfern said. "We do get a lot of people that are just starting out in the field or maybe deciding they want to try something different. A lot of times they don't know what to expect, especially in mental health. So, it's how do we present ourselves as a company, how we are addressing mental health issues. We're having fun, and we're also taking care of each other." Horizon Health leadership has taken a particular interest on caring for the staff, recognizing that happy employees translate to good care for clients. There wasn't a lot of attention paid to staff when Vandermark-Murray and her colleagues started their careers. She wanted to shift the culture to an emphasis on her workers. "As early clinicians, we just felt like we were just seeing patient after patient, so what we do now is really lean into making connections," she said. "The connection is one-to-one; it is from me to my staff. We invest in technology so that staff have more time for patients and each other." It seems to be working. This year the organization was recognized nationally, based on employee nominations, Vandermark-Murray said. For many, culture can top salary for workplace satisfaction. Hunter remembers being told as a nursing student that her enthusiasm for the job is going to have to be a driving force in her career, because there is no big money in the field. She said she could live with that reality, because she had passion for the work. But attitudes have changed with the generations, she said. "The people who are coming in now are newer to the field. They obviously want decent pay, which everyone deserves, but they also want to be treated really well," Hunter said. "Being nonprofits, we are challenged sometimes with what we can pay. We have our limitations, so what else can we bring for people?" As director of worker health and safety programming, Hunter has seen to it that staff are treated to little perks such as stress-relieving yoga sessions and chair massages, but perhaps more significantly they are given retreats and other forums where they can contribute ideas and air concerns. No one should feel like a number or that they are being ignored, rather they are being listened to, and their opinions are valued, Hunter said. Reaching future hires The panelists stressed the importance of partnerships with academic programs that can give students exposure to their fields before they graduate. Some of the exposure is putting working professionals into the classroom to teach to today's health and human service environment. Further practicum courses, shadowing programs and internships help students explore their options and understand the reality of the jobs they are after. Such introductions to the field will help the student mentally prepare for the rigors of the job and acclimate faster. Students looking at community health nursing or becoming a community mental health worker have had their eyes open through this opportunity, Redfern said. "They are going on home visits, they are seeing people in their element, which is a little different than having someone come to you," she said. "We have had conversations with advisers to say they might want to talk to students early." Voelker agreed. Offering students exposure to the field is increasingly important as many students are offered positions well before they graduate, she said. Redfern added that even if the student decides the field isn't for them, at least they will have been exposed to a service available in the community. Mental health stigma The mental health stigma of the past seems to be easing with younger generations, who are willing to disclose that something is wrong and to seek the help of a professional, the panelists said. Perhaps the rate of mental illness is prompting the growing acceptance. Voelker said at a recent meeting she asked who among the staff gathered there did not have someone in their family who has a mental health or addiction issue. Very few raised their hand, she said. "There definitely is a shift, and you see it more with younger people whether it is people that we're serving, or it is your employees that are really struggling themselves," Voelker said. "The stigma is still there to some degree, but it is less than it has been, but I think there's still work to do." Redfern agreed. "There are some places where you are still going to be looked at a certain way, which is why I think it is important to have a variety of services," she said. "Someone is more willing to go to a yoga meditation class than they would be necessarily to go to a counselor." Mauro said at Endeavor Health there is emphasis on holistic health through team building and mentoring staff and programs that are preventive but also fun. These measures have included worksite health screenings that have identified conditions such as high blood pressure and depression. They have extended to programs on family functioning and financial health, the kind of significant issues outside of work that might be affecting a staff member's performance. Through these approaches staff are encouraged to take care of themselves, so they can take care of others. "We basically do the things that we tell other people they should do," Mauro said. Hunter found that the younger workers among the ECMC staff are more likely to visit the on-site social worker there especially to address employee health. The older generation may realize they have a problem, but they don't want to talk about it. Employers see their workers every day and when they recognize a change in behavior, they should be able to offer services. "You know when something's up with your employee, when an employee has a different behavior. When something is off you have to be able to address it and help them get help," Hunter said. Horizon Health has measured a 21% growth in mental health services among the 65 and older population, Vandermark-Murray said. She suggested that the data is indicative of the region's aging population and the many who are taking care of their elderly parents. For this demographic, which has been reluctant to admit a mental health issue, the right approach is to educate around mental wellness, not illness. "We look at how you take care of yourself in a meaningful way when they have stress going on. This demographic wants to talk to someone just like they do when they're taking care of their physical issues." Better together The spirit of collaboration among providers of mental health and other services helps to fight limited resources, and together they bring a wealth of care to the region, Seib said. The BestSelf's Scott Bieler Child Advocacy Center is an example, she said. The CAC consolidates services previously spread across multiple locations, bringing together a multidisciplinary team under one roof. The team includes law enforcement, victim advocates, forensic interviewers, medical examiners, prosecutors, and mental health providers working collaboratively to provide safety, support and healing. It is joining forces with CACs across the state, Seib said. She also mentioned the Erie County Overdose Prevention Task Force, which is directed by county officials and includes representatives from the organizations around the table. There are others in the region and across the state and nation. "There are all these spaces where we get to come together and talk about what's going on in your area and in our community and who's doing what to address it," seib said. "we all know what is happening because we are all at the same table to have those conversations. That helps us figure out who is doing what right." Panelists Thameena Hunter, director of system health and safety, Erie County Medical Center. Thameena Hunter began her career at ECMC in 2006 as a general duty nurse on a medical/surgical forensic psychiatric unit. Her commitment to patient care and operational excellence led to her appointment as Unit Manager of the Renal/Transplant Center of Excellence later that year. She advanced to nursing care coordinator, where she directed critical operations in the emergency room, critical care, and behavioral health. She transitioned to unit manager/ambulatory department, overseeing approximately 100 nurses across 30 clinics. In 2024, Thameena was appointed director of system health and safety, where she leads initiatives on employee health, occupational medicine, system health and safety, and safe patient handling. She holds a BS degree in community mental health, a BSN in nursing, and an MS in nursing executive leadership. Additionally, she is certified in critical incident stress management, equipping her with the skills to support employees in crisis situations and promote resilience within the workforce. Elizabeth Mauro, president and CEO, Endeavor Health Services. Elizabeth Mauro, LCSW-R is the CEO of Endeavor Health Services. She has led the growth of the organization from Erie County into Niagara, Orleans, Genesee, and Monroe Counties. Endeavor is a Certified Community Behavioral Health Clinic and is licensed in the areas of Adult Mental Health, Child Mental Health and Addiction Services and Supports. Mauro is the recipient of the 2018 Lifetime Achievement Award by the National Association of Social Workers, NYS Western Division. A 2022 Business First honoree of the Women of Influence award, A 2018 Honoree for Business First C-Level Suite awards and has been honored as a member of the Business First Power 150 Women Awards for the past several years. She serves as the Board Chair for People Inc., the largest area not-for-profit health and human services agency and is on the board of trustees for the Health Foundation of Western and Central New York. Chandra Redfern, CEO, Buffalo Federation of Neighborhood Centers. Chandra Redfern is the CEO of the Buffalo Federation of Neighborhood Centers (BFNC), a community-based nonprofit organization in New York. She is a graduate of Canisius University and has over 20 years of experience in the nonprofit sector. Chandra is recognized for her ability to create diverse and strategic partnerships that make a positive impact in the community. Established from the Settlement House movement, BFNC has provided Chandra with the opportunity to develop expertise in creating solutions to help those in need of assistance. As CEO, her vision is to reimagine community through innovative service delivery. One initiative associated with this vision was providing mental health educational outreach to BIPOC communities of faith. Chandra has received many recognitions for her hard work and advocacy and serves on several boards and committees that focus on providing services to help people overcome life's obstacles and uplift the community. Jennifer Seib, senior vice president of strategic initiatives, BestSelf Behavioral Health, Inc. Seib is a licensed mental health counselor and credentialed alcoholism and substance abuse counselor who has been working in behavioral health care for over 20 years. She started out as a substance use disorder counselor in outpatient and then intensive residential treatment before moving into several different leadership roles over the years. Presently, Seib provides senior leadership support to many programs and service types at BestSelf, including programs supporting rapid access to Medication Assisted Treatment for Opioid Use Disorder, residential programs for pregnant and parenting women and transitional aged youth with substance use challenges and co-occurring disorders, Opioid treatment program, justice involved program, jail-based substance use disorder treatment services, and housing and homeless services. Seib also serves as co-chair for the Erie County Overdose Prevention Task Force Treatment & Prevention Provider Workgroup and has been part of the Western New York Chemical Dependency Consortium since 2012, where she served as public policy chair for five years. She currently serves as vice chair and is a board member of New York State COMPA (Coalition of Medication-Assisted Treatment Providers and Advocates). Brandy Vandermark-Murray, CEO, Horizon Health Services. Brandy Vandermark-Murray is the president of Horizon Corporations in Buffalo, New York. She previously served as senior vice president of operations at Horizon Corporations, where she had executive oversight of operations for all behavioral health programs. Over the past 10 years, Brandy has held various operational leadership roles within Horizon and played a critical role in expanding behavioral health services across Western New York. Outside of Horizon, Brandy has served as an adjunct professor at Canisius University in Buffalo, New York, teaching in the Graduate School of Mental Health Counseling. In recognition of her outstanding contribution to the field of substance use, Brandy has been awarded the ASAP Eileen Pencer Women's Leadership Award. She currently serves as the board chair of the substance use committee at the National Council for Mental Wellbeing. Brandy is a strong advocate for the behavioral health workforce and for patient quality of care. She serves on various boards including Aspire, The Service Collective, CCSI, and the Seneca Babcock Community Center. Cindy Voelker, president and CEO, Spectrum Health & Human Services. As a graduate of the Buffalo General School of Nursing and the University at Buffalo, I joined Spectrum Health & Human Services in 1984 and have held many different positions over my long, satisfying career. I have been part of the executive team since 2010 and was the associate CEO for five years. I was appointed CEO in 2022. My passion and reason for my long tenure at Spectrum Health and in community behavioral health is my ability to impact change and improve the lives of individuals and families in our community struggling with mental health and addiction issues. There have been many highlights over the past couple of years as we have struggled through the pandemic. The major highlight is the amazing staff and healthcare providers we have at Spectrum Health and in our community. l am forever grateful for their hard work and never-ending dedication. I am also grateful for the number of lives we have helped and continue to help. My goal is to continue to lead Spectrum Health to be an exemplary provider of quality and compassionate care while providing the same experience for our staff.