Suchergebnisse

The aim of the present study was to replicate active support (AS) and train the service managers of community housing services as trainers in so doing. Training was conducted in three phases: (1) in 22 houses, it was led by one of the researchers, with identified managers assisting (Apprenticeship); (2) in 16, it was led by a manager who had participated in the previous phase, assisted by the researcher (Supervision); and (3) in 36 houses, it was undertaken independently by managers who had participated in the previous two phases (Independent). Changes in the extent of planned activity, resident involvement in domestic, social and community activities, the observed staff:resident interaction, and observed resident engagement in activity were evaluated. Resident views about the introduction of AS were canvassed. Active support training was fully implemented in the first two phases, but not in the third. There was an increase in planned activity in all phases after AS training. Significant increases in assistance and resident engagement in activity were found in the first two phases, but not in the third. Active support was shown to be of greater benefit to people with more severe disabilities. The resident feedback was positive. The approach taken to training managers as trainers was not sufficient to enable them to implement the training in its entirety during the third phase. The absence of change in this phase indicated the necessity of the practical interaction training, which was the element mainly missed out. Since AS was once again shown to be an effective approach for people with more severe intellectual disabilities, the challenge of creating a widespread ability to train staff within community housing services requires further effort.