GENTLE TEACHING HOW TO MAKE IT WORK IN TODAYS SYSTEMS

1
GENTLE TEACHING HOW TO MAKE IT WORK IN TODAYS
SYSTEMS

• www.HomeSociety.com/UBC

2
Challenging Behaviours

• Common Variables Associated with Agency Success
• The Home Society (case examples)
• Gentle Teaching Video Introduction
• www.GentleTeaching.com
• Word from Care Givers

3

• SUPPORTING INDIVIDUALS WITH INTELLECTUAL
  DISABILITIES AND CHALLENGING BEHAVIOURS
• IN OUR COMMUNITIES
• A STUDY OF VARIABLES CRITICAL TO SUCCESS
• A PARTNERSHIP BETWEEN
• ELMWOOD RESIDENCES INCORPORATED AND COMMUNITY
  LIVING DIVISION, SASKATCHEWAN SOCIAL SERVICES
• JANUARY 2000

4
IDENTIFICATION OF VARIABLES FROM LITERATURE REVIEW

• The literature review encompassed current
  trends in the provision of supports for
  individuals with disabilities who have
  significant challenging behavior.
• Common critical variables emerged from the
  literature which were associated with success in
  the provision of supports to individuals with
  disabilities, particularly individuals who
  exhibit serious and ongoing challenging behavior
  and who have a history of failed residential
  placements in community settings.

5
Philosophy of the Organization

• The philosophy of the organization is clear
  and guides all actions. It embraces a total
  commitment to the provision of supports
  individuals require to live meaningful,
  satisfying lives

6
Quality of Life

• Quality of life is the focus of supports.
  Measurement of quality of life includes the
  amount of choice and control individuals have
  over directing the course of their lives, the
  development of meaningful social relationships,
  and community integration.

7
Committed Leadership

• Committed leadership is provided by informed
  and involved individuals within the organization.
  The leadership knows the individuals in their
  program, what their needs are, and whether or not
  they are being successful in supporting these
  individuals. Leadership ensures the program
  upholds its philosophy.

8
Recognition of the Contribution of Front Line
Staff Members

• The organization recognizes the contribution of
  front line staff members in the provision of
  supports to individuals they serve and are
  committed to supporting front line staff members
  in the fulfillment of their jobs.

9
Person Centered Planning

• Person Centered Planning places the individual
  at the center of planning and focuses on the
  individual's abilities, preferences and desired
  lifestyle outcome. Planning occurs within a team
  comprised of the individual, friends, family and
  staff members. Inclusion on the planning team is
  dependent upon a close relationship with the
  individual requiring supports.

10
Individualized Responsive and Flexible Supports

• Supports are individualized, responsive and
  flexible. Individuals receiving supports are not
  expected to change to fit into the program,
  rather the program adapts and changes to better
  meet the needs of the individuals it is
  supporting. Size of delivery unit is important in
  maintaining the intimacy required for the
  provision of individualized, responsive and
  flexible supports.

11
Context of Community Living Options

• Programs are delivered in the context of
  community living options. Individuals receive the
  supports necessary to live in a regular range of
  residential options and participate in community
  life.

12
Flexible Funding

• Funding is flexible and based upon individual
  planning and assessment outcomes

13
Supports to Front Line Staff Members

• Supports to front line staff members include
  training, the availability of expert resources,
  assistance in the development, implementation and
  ongoing evaluation of support plans.

14
Ongoing Assessment, Review and Adjustment of
Support Plans

• There is a commitment to ongoing assessment,
  review and adjustment of support plans. Review on
  an ongoing basis ensures the environment is best
  meeting the needs of each individual requiring
  supports.

15
CONTEXT AND SPECIFIC SUPPORTS

• The Bodgan, Taylor and Racino study suggested
  the specific ways we successfully support
  individuals must be considered within the context
  of the organizations in which they are found. In
  support of these conclusions a commonality in the
  nature of successful organizations has been found
  in the principles and beliefs held by these
  organizations. It is this ideological foundation
  from which supports are offered that determines
  the nature and type of these supports.

16

• ORGANIZATIONAL PHILOSOPHY
• describes the most commonly held principles
  and beliefs of successful organizations
• COMPONENTS OF EFFECTIVE SUPPORT
• describes the specific ways these
  organizations provided support which led to
  positive outcomes for individuals.

17
Summary Statements Philosophy and Guiding
Principles

• Programs supported individuals to live the lives
  they wanted to live.
• There was a commitment to each individual so that
  if things went badly they were not excluded from
  the agency's supports.
• It was critical that one philosophy permeated the
  organization and was part of the organization's
  culture.

18
Summary Statements Administration

• Most programs served a limited number of
  individuals and wanted to remain small to
  maintain a personal touch
• In a larger organization, teams served a limited
  number of individuals to personalize each
  individuals program
• Staff members had a valued role in all aspects of
  programming
• Decision making was based on a participatory
  model using planning and advisory groups and
  circles of support
• Staffing structure was hierarchical with an
  executive director, supervisory and front line
  members
• The management staff were knowledgeable about the
  individuals in the program and had direct input
  into the individualized program development
  process
• The board varied in size and included family
  professionals from related fields neighbours and
  community at large

19
Summary Statements Funding Models

• Regardless of funding model the agencies were
  accountable to meet the individual's needs.
• In most cases funding was initially linked to the
  individual's needs determined by pre-admission
  assessment.
• In general, funding fell into two categories
• Grant funding to an agency or program responsible
  to operate a program for a specific population.
• Individualized funding where funds were directly
  linked to an individual and followed that
  individual.
• Several funding models and options were
  identified. These included program grants,
  individualized funding, service brokerage, micro
  boards, for-profit business and Co-operatives.
• Programs based on individualized funding stressed
  the importance of separating shelter, food and
  clothing from program support costs.

20
Summary Statements Evaluation of Program and
Outcomes

• Staff members understood the desired program
  outcomes and how well the program was achieving
  these outcomes.
• Assessment was related to outcomes that were of
  value to the individual.
• Not all organizations formally assessed their
  programs those that did regarded this as an
  important responsibility.

21
Summary Statements Family Involvement

• Programs tried to maintain or increase family
  involvement similar to relationships with other
  adult family members.
• Family involvement included planning supplemental
  funding, reciprocal visiting, staff hiring,
  educating and participating on the board.

22
Summary Statements Population Movement and
Linkages

• In the very few instances where service had
  been discontinued, it was because of illness or
  death, moves to be closer to family, or
  philosophical differences between program and
  family.
• Generally admissions had been primarily from
  family residences and institutions.

23
Summary Statements Assessment of and Response to
Community Needs

• The organizations did not have a mandate to
  formally assess and plan for the community's
  future needs.
• Organizations readily responded to needs
  presented to them but were not proactive
  regarding long-term community needs.

24
Summary Statements Relationships with Other
Professional Services

• Programs had different levels of internal
  expertise for specifics such as behaviour
  technology and psychiatric care.
• The programs accessed services within the
  community but arrangements varied from site to
  site.
• At some sites community based professional
  services to the individual were delivered at the
  site itself

25
Summary Statements Admission and Discharge
Practices

• Program populations were stable with limited
  admissions and few discharges.
• Most admissions were based on government agency
  referrals.
• Organizations did not have waiting lists these
  were maintained by local or regional government
  agencies.
• The pre-admission protocols were extensive and
  varied from formal to less formal.
• Discharges for behavioural reasons were very rare.