Welcome to Social Work Stories, a podcast exploring social work practice through stories and critical reflection.
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But for now, on with the episode.
Hello everyone, welcome to the Social Work Stories podcast.
I'm Lim Fox and I'm here as usual with my wonderful co-host, Liz Murphy.
Hello, Lim! Hi, Liz! Hi everyone, it is good to be back.
It is so good to be back and tell us about these special episodes, Lim.
These are special episodes, Liz.
They're a bit different to what we normally do and our listeners will see a bit of a difference.
So, this is really exciting because here at the Social Work Stories podcast, we've been able to partner with the University of Wollongong and Iloir, a Shell Haven local health district to showcase a really special program that happened in this healthcare service about staff wellbeing.
And look, Liz, you and I talking about staff wellbeing is not unusual for our listeners, right?
No, we've been on about this for several episodes, at least.
Yeah, yeah. But this is different because this is a story.
This is a wonderful, rich story from a group of people from my part of the world.
Yeah. And so, maybe we can just tell a little bit about the setting as well.
So it is about staff wellbeing in response to a traumatic event that happened in 2019, 2020.
The bushfires. That's right.
And look, our listeners will not be surprised by the fact that that happened, regardless of where you're listening to us from in the world.
We've spoken about this on the podcast before.
People might remember that we actually had an episode that featured stories from the South Coast, New South Wales South Coast bushfires because our producer Justin was down there at the time doing the groundwork.
And our other producer at the time, Ben Joseph, was also down there on holiday and he was stuck down there.
Was he? Yeah, you remember that, Liz?
Like, we all had our little experiences at that time that we were speaking to.
I mean, it feels ages ago now, right?
It's so does. It feels like another lifetime ago.
And I feel like I'm so happy that we get to tell this story because I think COVID took away the, I guess the focus, if you like, on what it's been like for people, like the ones we're going to listen to.
To recover from what was essentially a disaster.
Yeah, you know, the bushfires, although it feels like it's far away for us now, for the people living down on the South Coast, that is still so incredibly present, right?
Well, every summer brings it back up again.
And you know, this is where I live.
So I live in this coastal area.
And I remember this. I remember the thick smoke, but I also remember driving down to where this story took place just after the fires had occurred.
And the lush green bush was like a moonscape.
And we will get to hear that a lot more with these people sharing their stories from the health district that I work in.
So it's very personal these stories for me too, because this is my country.
And also these are my work colleagues.
And I'm so glad that we can honour their stories of recovery here on the podcast.
Yeah, so yeah, I love that, Liz.
And I think it's really important, I guess, to sit with people's stories in this situation.
And to kick us off, what we're going to do is we're going to hear from Michelle and Gail, two people who've worked in the health district who still work there.
And just to give us a real sense of what was happening down in the South Coast at that time.
Yeah. Hi, my name is Michelle, and I'm the pharmacist at Nelladella Hospital.
And on the morning of the bush fires, I was at home on a long weekend and preparing to actually go out on a day on the water scheme.
And there was really no concern early in the day that there would be any issue with bush fires.
So it was a really normal morning.
And for me, I think that normality actually really threw me.
I was really not prepared in any way that in a couple of hours' time I would actually lose my house.
And as the morning progressed and there became concerns that the bush fire was coming in three different directions.
It became a real threat.
And you know what, it's funny because I had a full brick house.
And I really even in my heart didn't think that anything would really happen to it.
And so over the period of the morning and the threat, the fire did come through really quickly.
And there was running around and trying to save animals.
And there was also trying to use hoses to sort of put out flames.
And in the end, I took my two dogs and my neighbours two dogs and I left.
We fled down to the lake.
And we really didn't know what had happened at that point in time.
I mean, now both of our homes were ablaze, but people were trying to put it out next in the bush.
And you know, we drove through horrendous fire to get back down to the lake.
The bush either side of the main road, the thoroughfare was heavily on fire.
And to the point that if you put your hand on the windscreen of my car, you could have burnt your hand.
It was just, there were branches falling.
It was really scary, like it was really scary.
And it was later on in the day, so that was about lunchtime.
It wasn't until later on in the day that I actually found out that I had lost the house.
It had completely burnt to the ground with everything that I owned, everything.
I actually didn't get anything out at all.
And I guess it was the beginning of really understanding what it was like to experience a trauma.
And I was probably numb and in shock for the first few days, people were really kind and lent me clothing and toiletries and sort of other things.
But it was a process of processing, everything to really understand the impact of what it actually just happened.
And I'm a very spiritual person, I'm a yoga teacher, I'm very grounded, but it really shook me to my core.
We'd all had different stories.
Everybody had a different experience throughout the fires.
Not everybody had lost their homes, but everybody's experience for them individually was just as traumatic.
When the bushfires started on the South Coast, it was really eerie.
I live at Sussex, you looked outside and the sky was red.
You couldn't see anything, we had no power, it cut straight away.
It was really strange because my phone kept going off with messages from work, but I couldn't reply.
It really affected me in a bad way because I felt like I was letting the team down.
The days went by and we had no power or water for about a week.
That day two in Sussex cars were trying to get out of the town because we had over 27 caravan parks and it was packed.
People were handing out bottles of water on the highway to people because they were stranded.
They didn't want to get out of the line because they thought they'd lose their spot to get onto the highway.
I went down the street on this day and there were selling ice.
Because we had no power, the fridges couldn't open them because everything was going off.
What we didn't realise was, we had no power, you had no ATM.
The line was, I would say, probably 100 deep.
People could buy two bags of ice and people would realise that if you didn't have cash, you weren't able to get it.
I was standing in the line this day and these people would be harming me though, young guys, talking about their small families down on holidays.
They were both saying we can get two bags of ice each and one of the guys said, that's good, I've got my card here and his mate goes, there's no power.
You can't buy ice with no cash, and he goes, I don't have any.
So I turned around and I gave the guys some money and he goes to me, why would you do that?
I said, because we're in a small community, we help each other.
He goes, but I won't be able to track you down.
I said, I don't need the money, but just go and help your families.
Oh, me and it's all coming back to me.
I remember this time, I remember people being trapped on the road as Gail and Michelle described.
I also remember that our CE was basically asking for staff to help with a response.
So, what we're going to hear now is one of those people who stepped up and into that response.
And this is a wonderful social worker called Padmini.
And Padmini was the designer of the seed programme, which is what we're showcasing on these episodes.
So, let's hear from Padmini about what it was like when she arrived at the Milton Al-Ata'la Hospital.
It was in the first week of January 2020 when my chief executive, Margo Mainz, requested me to go to Milton to help out with the bushfires that driving from my home to Milton for about 2.5 hours that I had to stop by the roadside when I could only comprehend black and brown and the smell of smoke almost brought a visceral reaction in my entire body.
I literally had to pull over for a while, just come out of the car, calm myself down.
Looking around everything that was burnt to the ground, I had this experience of feeling totally insignificant to the point that I wanted to be bigger than my own individual identity and be part of a collective identity.
Looking in that smoke for me was almost that moment that I had to plant the seed of hope in my heart that I am going to do my best.
Small is all and I'm going to work with the willing and that was my journey to Milton Hospital.
You know, at least earlier this year I had the amazing opportunity of going to Milton in the hospital and doing some interviews with the staff members and hearing their stories up front and it was the most amazing experience because like we've said, South Coast of New South Wales, it's full of all these small towns, right?
And Milton in the hospital, you've got one road that runs through it.
You know, Gal described that road and what happens in a crisis when actually people can't get in and out, right?
But what was really stark to me when I was there was the road is right there and next to the road is the hospital, right on that road.
Now you could blink and miss this hospital is.
It is such a small country hospital, right?
And when I was there and people would talk about the ward, now you and I have worked in hospitals, right?
My image of a hospital is many wards, right?
But they kept saying the ward and then I went on this tour around the hospital and genuinely there's one ward, right?
I know the hospital quite well too and the other thing that struck me when I went down to visit it was the lack of hierarchy that existed.
So as you're walking through the hospital, you've got the head of operations, it's kind of having a bit of a chat with one of the nurses.
You've got a doctor that's working on a patient and the other thing is they're all kind of talking to each other like their neighbours.
Yeah. Because you know, like in a big busy hospital, sometimes you're lucky if, you know, the doctor's acknowledged that the social worker's just walked in to work with the same patients that they're standing over.
But here I felt like it's like, hey, get a, yeah, we'll be going down, we'll grab a beer after work this afternoon.
It was beautiful. Beautiful.
I know. It's a community, not just in the geographical area, but the community within the hospital and the health service as well, right?
Like it's that small environment that we're talking about here where this program actually came out of.
So just so that everyone's clear like, Milton L.
Dullar Hospital has 150 staff members, right?
It services the lower shawl haven area and has this combination of wards, right?
So in any hospital, you're going to find a combination of both acute services like emergency departments, right?
As well as more outpatient services, more long-term services, right?
So but Milton L. Dullar, because it services the whole community in this small hospital, also has all of that.
So it's got the acute services, the emergency department, which is at roomlies, but it's got that emergency department, it's got the medical wards and then it's also got the outpatient services, got the renal dialysis, right?
It's got the oncology, it's got everything that this whole community is going to need.
And it's not just the local community that used this hospital.
Some Christmas time or holidays, this population will like just explode because it is a common holiday area.
So they have staff that also have to deal with massive car accidents, sudden drownings, things like that.
So they've got this highly skilled workforce as well in Milton.
Incredible, right? Incredible to have all those factors happening in one place, right?
So in order to get something like a program about staff well-being up and running, you're going to need some key players, right?
So let's hear now from Stuart and Padmeany about who actually were the key players in starting this program.
So I'm, my name's Stuart M.
Slee and I'm the operations manager and director of nursing and midwifery services at Milton L.
Dullar Hospital. And I'm a 49 year old fellow with a lovely wife and two adult children.
And life for me is somewhat simplistic in that sense.
And I've been in nursing for a great bulk of my adult life and worked my way through.
I've ranger different types of nursing careers.
I've worked in critical care.
I've worked in mental health.
I've done some retrieval work and supported pre-hospital work when I was in Sydney.
And here I am. I'm now the manager if you like of Milton L.
Dullar Hospital. The chief executive and the chief operations officer came down to Milton Hospital.
Now their name, Margot Mainz is the chief executive and Margaret Martin is the executive director of clinical operations.
But this is our number one, number two for the district.
And they came down and spent an afternoon with us on the sixth.
It was unannounced. It was imprompt.
It was purely from the point of concern and compassion for the staff.
And it was a pivotal point for all of us, including me, because when I was standing there listening to the staff, I was realizing that I actually didn't know what I was going to do next.
I didn't know what the move was going to be.
And I was very gray about what I thought my priorities were going to be.
I had a very operational attitude around the priorities.
You know, service delivery, business as usual, what's our capability, what are our resource bases, those sorts of things.
But I was very uncertain about how we were going to manage the human element that would sit beside the experience.
And I remember saying to the chief executive, you know, asking her a couple of questions.
And she said to me, Stuart, this is one of those times where I actually don't have the answer.
I don't know what we need to do next.
But I know that whatever we're going to do, we'll do it together.
My very initial conversation with Marco was, tell me, what do you want me to do, Marco?
And that's what I think most of us sometimes do when we are stressed.
Look at our leaders for direction.
And I still remember, Marco giving me permission.
And resting that hope and trust back in me and saying, you are a social worker.
I don't know what is required.
You are the expert in this field.
I only know one thing, and that is that you will do your best and place her trust back in me.
Mem, I am still grinning from just thinking about the partnership of the two very main characters in this seed story.
You couldn't write this without people going, it's a bit of a stereotype.
So what we have here is we have the critical care nurse who is now head of nursing meets social worker that's been sent down out of area to help.
Now I can't even imagine getting two people together.
That could be more different.
And I wish I'd been a fly in the wall.
I wish I'd been a fly in the wall when Stuart got told that a social worker is going to come on down.
I know. And you know, you and I have both worked with many critical care nurses in our time.
And there are some really key differences in how a critical care nurse would think about a hospital environment, culture, the needs of the staff as a social worker would.
Let alone a social worker who is coming in from the outside.
So it's the potential for fireworks is pretty much there.
So it's all set ready to go.
I think we can't be a fly on the wall is, but we can hear from both of them what that meeting was like and what that relationship was like when it began and what was the potential of that.
Yeah. So let's listen to that from them now.
Do I can have a laugh now and say things in just let me tell you it wasn't easy to work with Stuart and sleep the director of nursing in the beginning.
My background and training is in social work and Stuart is a ICU nurse through and through.
Already having a plan and knowing what to do and here I am saying woo woo woo Stuart stop stop stop.
We have to listen to what staff want that should be our starting point.
But slowly slowly as our friendship grew.
It was fantastic to see how for his own healing for his own growth having his own story slowly Stuart understood and saw the quick low hanging fruits if I may say of how staff were actually coming and participating in our small group discussions and our numbers in our focus group started growing more and more.
We had two staff we had three staff we had about eight staff and at one point in time we had thirty two staff giving us suggestions and that was really really beautiful to know that people felt supported people felt contributed and they had an opportunity to be part of their change.
In amongst this the chief executive contacted a lady called Padmini Pai and she's a social worker who has moved into many different elements of health project management and leading a change management in different sets and this lady I had worked with previously in a clinical setting.
So I knew of Padmini and I had had connection with her in the past but not for some time and certainly not in this type of circumstance.
So I got a phone call from the chief who said that she was sending Padmini Pai down to help me and the truth is I actually didn't know what I was going to do with Padmini Pai and I was probably even more confronted by the fact that I knew she was a social worker and I was a very much a critical care clinician that's very factually based.
I don't normally get myself involved in the emotional elements of you know people or the business and here I was being sent a social worker and I was absolutely unclear as to what I was going to do with her.
But Padmini was coming and we sat down on that first Monday when she arrived which was a week after I'd come back and I actually gave her a holy batas that were a distraction task for me.
I had to deal with police, I had to deal with staff related things so I gave her things that I knew she could complete that helped me but it really wasn't addressing the reason she was here.
Even amongst that Padmini is quite tenacious and she set her mind to how she could truly help the staff and it wasn't about how she could connect with the police or do the staffing, it was going to be about how she could influence how they experienced the workplace and home.
So we had a number of discussions and she started to connect with staff and do little focus groups and some rather big ones to be honest and it was about what the staff wanted and what they thought would be helpful for them to deal with what they had experienced in the fire and then what they were experiencing in the workplace.
And it was very much centered on wellbeing and tools and strategies to help support them as individuals and equally as a group of people and as a team.
So we did that and it was rapid fire stuff.
The pace at which she worked was phenomenal.
I was working long days, we were doing 12 hour days but very productive, very fast moving and she had interviewed I think 48 staff in a short three day, four day period.
So out of this amazing amount of information and all the recommendations that came forward and all the wants and needs that the staff had, we developed five themes and those themes were going to be the foundation of our response to the wellbeing requirement.
What an amazing partnership with what an unlikely partnership.
I know from the outset. I mean, you know, I'm sure we're going to hear a lot more about it and how it evolved.
But you know, in my head, I've got Stuart just telling Patty, look, listen, the toilets need to be given a good scrub.
And you also file these papers just out of my way whilst I deal with everything else.
I know busy work. He's given a busy work to do while he's getting on with running the hospital.
But that ain't what she did.
That's not padmine his way.
It's not padmine his way.
So instead of just doing the busy work, she's out there connecting with community.
That's right being a social worker, bringing her training into play.
So now let's, we've been kind of, you know, tiptoeing around what is this seed program Liz, yeah?
Let's hear from Padmine herself.
What actually was the seed program and the essence of that?
I still remember one staff member telling me, what are we going to call this program?
Why can't we have a name that is fun, meaningful and light, then regrow, three development and have a huge concept hanging over our head and I asked her, what would you like this program to be called?
And she had a little thing and she said, even if an laptop can be called or a computer can be called Apple, why can't we call our program seed?
And that was a turning point for all of us because in spite of everything that was happening to us daily, we were finding those small moments of joy coming together and that's when we said, wow, seed, bushfire, what is seed, seed stand for?
And we got a lot of suggestions, what is stands for, east stands for, east stands for and east stands for and that was the birth of the seed program.
So S stands for stability.
We all wanted a bit of stability because there was a lot of shifting and moving goals all the time.
We wanted to encompass each other, take care of each other.
We wanted a sense of endurance to go through what we all were going through collectively and we wanted a sense of direction from our leaders which very, very quickly was spawning in all directions.
I love the seed metaphor and like on so many levels that the seed metaphor is going to be used throughout these stories.
But even environmentally, the impact of fire on some of the gum seeds, the relationship between fire and seed is very important in the Australian environment.
And so in my head I can actually see that because it's situated right there, right, Milton Aladala Hospital is right there in the middle of this bush.
And then there is the seed metaphor of the impact of this fire on these people, like the Michelle we've already heard about the impact of the fire on her home.
But now, Mim, there's a really interesting metaphor that's going, we're going to hear about and that is how a seed, a seed of hope, a seed of transformation has occurred in another main character in this story.
That's right. So Ruth is going to tell us her story now and she's the project officer for seed was the project officer for quite a long time throughout this period.
And her story is one that we've actually spoken quite a bit about on this podcast, Liz compassion fatigue, burnout, we've talked about the impact of working in the healthcare system.
And actually it's really beautiful to hear from Ruth her story, but then also Padmiri's a social worker, Liz, right?
So she's coming from a theory base, right?
And so to hear then from Padmiri about how the theories, underpinning seed actually work with experiences like Ruth's is really, really fascinating.
So let's hear from Ruth and Padmiri now about how they brought those things together.
The seed story that I like to tell is a story that we don't really talk about much in healthcare, but it's a story that I think needs to get out there for other healthcare workers.
So my seed story is one about burnout.
So my story started before the bushfires.
I've been working in the same role in our health organisation for nearly 25 years.
And I was getting quite exhausted in that role.
It was a role that I'd been very passionate about and I'd found my niche early in my career and I was just really lucky.
So I work in healthcare and I love working in healthcare.
The aged care system is one that I was having trouble believing in anymore and it was starting to kind of crush my professional spirit and I was getting to the point where I just thought I cannot listen to one more problem that somebody needs to tell me and I thought, Jesus isn't good.
This isn't good at all because there's always joy in my interaction with clients, but I was losing that joy and my mental health was getting worse and worse and worse and so I thought I need to have a break.
So I thought maybe a week, I'll have a week off and in that week I actually went to an EAP counsellor.
I thought, you know, we're always off at EAP so I thought I'd give it a try.
So I went to the EAP counsellor and she just very quickly identified that I was a lot worse than what I was probably willing to admit to and she strongly encouraged me to have more than a week off and that week turned into three months.
So three months of sick leave which was pretty a pretty tough time for me.
I love being a healthcare worker but I couldn't be a healthcare worker in that time and you know, it got so bad that even just driving past my workplace, my heart would race.
I couldn't even look at the building.
It was just too stressful for me to even be anywhere near my workplace during that time.
So it's pretty horrible, horrible time and I think I came to the realization at the end of the three months that if I was going to continue to be a healthcare worker, I was going to have to make some pretty big changes.
So otherwise going to have to stop being a healthcare worker altogether.
So give up my life's passion, my life career and go on working goals or somewhere else.
Or I'd have to come back, make the decision to come back with a positive attitude but knowing that things were going to have to change because there's no way I could come back to the same situation and it not happen again and me get unwell again.
So came back knowing in my heart that I needed a change.
So that was December before the bushfires and it wasn't long before the universe provided me with a big change.
So unfortunately for our community we were quite catastrophically affected by the bushfires down here in the Shell Haven and out of that was born the seed program and I was given the privilege of being invited to attend the first wellness warrior training that they had at the end of January.
So it was only a couple of months after I came back that I was introduced to seed and it changed my life.
I remember walking into the wellness warrior training and just feeling like I'd come home, I'd come home to myself.
So I had a long kind of personal history of meditation and yoga and concentrating on wellness in my personal life but I guess I'd never really been able to bring that to work.
So we come to work with our work hat on and we don't necessarily bring our personal selves to work in a sense and I felt like with the wellness warrior training that this was the first time in nearly 30 years that I was able to be me in the workplace.
It was revolutionary for me.
Just made such a huge difference to my mindset at the time and I am just making new connections with the staff there and thinking that, wow, this is my first opportunity to be my authentic self in my workplace and doesn't that make you feel incredible.
So I was sold from the very first day of the very first five minutes probably of going into the wellness warrior training and for me it gave me a sense of healing, healing and a feeling that I could actually be back in my workplace and I could come back to my workplace and feel a great sense of joy.
I was probably a bit scared that I was never going to feel that again at work that I would just come back and I would go through the motions but the joy wouldn't be there and that was pretty scary for me to have that, think about that.
So I came back and I was just given that joy back and I was given the passion back and to carry on.
So really helpful. So I guess seed for me brought opportunity, it brought healing and it brought tremendous kind of growth of skills as well.
I was really fortunate that I kind of landed myself into the first seed project officer role so that was a few months later.
There was sort of kind of some changes with my clinical role and it just provided an opportunity for me to kind of start in that and that was only going to be for a couple of months but it ended up being a year.
So I just had the great privilege to work with firstly the director of nursing at Milton Hospital Stuart Amsley so we used to have weekly meetings and kind of plan things about what we wanted for spreading kindness and changing the culture I guess of well being in our hospital and then also just the privilege of working with all the staff at the hospital.
In my previous clinical role I didn't have a lot of interaction with the staff at Milton even though I had an office there, all my clinical work was out in the community so one of the beautiful things about seed is that just building up those really great professional friendships and I guess you know the more friendly you are with somebody in your workplace and more likely you're going to want to look out for their well being and the better you are as a team and then the better you can provide health care.
So seed was really able to promote that for me.
Yeah those connections where I just knew if I came into work any day where I wasn't feeling that great I just knew that there were going to be any number of people that A we're going to recognise them and then B they were going to do something about that so just having that kind of total support and sense of support makes it easier to come into work on those days where you just don't feel like it.
My background is social work and as I was preparing to go to Milton I was contemplating on which is the methodology that I can use to inform my practice and what is a theory that I would require as a starting point.
So for me the participatory action methodology is very very comfortable.
My training in India was in psychiatric social work as well as community development.
Personally for me I've been raised by a village, I've been raised by a community and that was my point of default.
So having a participatory action methodology really opens up to be comfortable in the unknown and also having the view that we are the authors of our own story and I think when that informs your practice whoever you come in touch with can feel the presence of what we bring to a conversation and feel that energy of openness and also take responsibility for our own healing.
The theory that informed my practice was a post-traumatic growth model not a post-traumatic stress model.
So in a post-traumatic growth model we look at what is in the here and now that is working for us.
Reaching Milton I quickly came to know that eight staff had lost everything, house burnt to the ground and still turned up to work.
So when we use a post-traumatic lens of growth we look at what can we do right now to do our best to support each other and to support our patients.
Liz I love hearing a social worker talk about theory.
Me too. I love how eloquently Padmeanie actually is able to articulate exactly what the theory underpinning this staff wellness program is right.
So it's about post-traumatic growth.
But to me like I just felt my head explode off my shoulders just thinking such a different model like it's counter-cultural to the psychological model that some other people might have taken.
Yes. Where they would have seen it as a trauma.
You respond by pathologising.
People's reactions to it.
But she's taken not just a post-traumatic growth model but also a community action model that participatory action model that she talks about.
That's right. Well it's so common isn't it for social workers to get pulled into just debrief staff.
Right. And the most common response that often happens and to actually come out from this different perspective and actually really be truly consulting with the staff about what they're needing at the time.
I think it's a really innovative program.
And sadly one that I think other people might want to try.
Given that this is an environmental disaster that's occurred.
Yeah. That's actually a model that is transferable to other community involved disasters.
Yeah. The other thing that occurred to me as I was listening to Ruth is the seed metaphor.
So she talks about her own burnout and I was thinking about so here's someone who internally psychically has burnt out and in place there's also the burn out of the environment in which she lives and it took that to plant this seed of transformation for this person.
Yeah. Yeah. Well it really goes back to the conversations we've had with around the need for staff to actually not only to recognise what's happening within themselves but for other people to pick up on that for each other in the collegial environment and to be able to support each other going forward.
Right? Like this was a unique situation where it was mirrored.
What was happening internally was mirrored in the environment but I think that's a really common phenomenon actually for health care staff overall.
You know if I were the listeners right now Liz I'd be thinking yeah but what did the seed do?
What was what actually was the program and don't worry listeners we're giving you three episodes in which to really understand what happened in this program there's a lot more stories to share from the amazing staff at Milton Ola Dollar Hospital.
So after this episode now in a week's time we're going to have part two.
A week after that part three so over three weeks you'll get the full story and I'm really excited Liz to see actually where this goes and how it develops.
It's a slow reveal. It is.
It's worth the wait. It is absolutely worth the wait.
So listen we will see you in the next episode, the next seed episode.
Thanks so much. Thanks in the production of this episode goes to the Ilawara Shullhaven local health district and the staff at Milton Ola Dollar Hospital and to the University of Wallingong.
This episode of social work stories has been funded by the University of Wallingong Community Engagement Grant and the National Health and Medical Research Council.
We create this podcast because we're passionate about building the global social work community and strengthening our practice no matter the context.
All of the practice stories we share are de-identified to protect and respect the people involved.
If you want to help us grow the podcast tribe and continue the work we do, we would love it if you can subscribe or follow the podcast in your favorite podcast app.
That way you'll be sure to get every episode as soon as this released.
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It would mean so much to us.
You can connect with us on Instagram, Twitter, Facebook and LinkedIn, where you can share our posts with your friends to help spread the word.
And you can always find us at our home on the web, socialworkstories.com.
The social work stories podcast is made by Justin Stesch, Liz Murphy and Dr.
Mim Fox. Thanks so much for listening.
