We’ve come a long way in helping to support people with learning disabilities living in their own homes, shared tenancies and small groups in their communities. The model works and it does so largely because of the innovative risk taking on the part of providers. I know a few of these small companies and cannot overestimate the work that goes in to each package of support and each team of supporters.
We need to continue to extend and expand this model, so we need to understand the things that make it successful. Of course the leadership and culture of the organisation are key factors, especially those who really value their workforce. Robust recruitment processes, sound and thorough induction and training all play a part in creating the foundation for a safe service.
Out there in the community can be a lonely place, though.
Continuing professional development for teams in supported living environments often is self-guided and independent, as it is really difficult to create opportunities to remove a whole team from the workplace to undertake study. Neither is it appropriate to run team building or training sessions in someone’s home!
Yet one of the great drivers for retaining social care staff is a workplace that offers friendship, camaraderie and peer support. These are all hard to replicate in smaller teams. Much of the work is one to one with the tenant and the worker may only contact their peers when shifts change.
Given the scope of social media, perhaps we should be considering cross-service networks, where staff of different organisations can log in and link to share expertise, discuss challenges and find common themes. There would certainly be benefit in setting up shared learning days, where NHS, Local Authority, independent private and third sector services could send staff to link up, collaborate and commune.
Peer support is of great benefit in keeping staff motivated. Somewhere out there in the virtual community, the actual community can maybe find some common ground.
So, Ask ! 