Person-Centred Support
A common theme in the staff interviews was a clear focus on residents. Interviewed staff often showed how they tried to take the residents’ perspective, referring to “what that looks like for them” [Staff 1]. They knew residents as individuals, for example, knowing a few residents who valued a weekly catch-up so they could be reassured over any concerns. Thinking about residents as individuals began during the selection process with acknowledgement that circumstances may not be black and white, and that the selection process needed to allow some flexibility for an individual’s needs. An example of tailoring processes to residents for one partner was the practice of dropping off the keys to an empty property to the current home of a prospective resident and returning to collect them three days later. This practice began as a result of the necessity of social distancing during Covid. The partner charity realised that this process allowed potential residents to visit at different times of day or on different days, and gave more time to make the major decision to move. For these reasons, they continue with the process now.
The staff recognised that some residents wanted little or no support but also that residents may not realise what support or information is available if things change for them over time. A regular (e.g. 6 or 12-monthly) review of support requirements allowed a way of offering timely support without unnecessary intrusion. Sensitivity to residents’ feelings was illustrated in a saying referred to by one staff member:
“We work in the residents’ home. They don’t live in our workplace”
[Staff 1].
The importance of residents’ feelings were also recognised with some staff talking about the emotions of moving from a lifetime home and leaving memories behind, and the fear of going into a residential home. Staff recognised “all these different personalities, different age groups, different outlooks on life” [Staff 2]. Their ability to put themselves in the shoes of residents on occasion extended to representing the residents’ views if a management initiative did not seem appropriate. Staff gave additional examples of advocating for residents in discussions with their families. In other instances, they phoned health or social care services to get residents onto waiting lists, and realised their value in making residents aware of services that were available to them.
The staff were clear about the importance of their role. They knew they made a difference in residents’ lives. Their identity, as expressed by “I am their support worker” [Staff 2], meant that they would make extra effort if necessary to support residents, and this was evident in checking on people during the Covid pandemic. They offered support as needed, often complementing formal processes with informal chats and contact. They valued opportunities to talk to residents informally as a way of picking up any issues, keeping people informed and reducing isolation. Being visible, accessible and having regular opportunities for contact were seen as an essential part of informal support, offering someone to talk to and reassurance if necessary, being a sounding board, “like a form of counselling really” [Staff 2] and just being there at difficult times for a resident, such as coming home from hospital or after a bereavement.
Interviewed staff showed a common motivation to ensure residents had the freedom to live their lives as they wished, and to provide safe and affordable accommodation for residents to live fulfilling lives. They stressed the importance of providing choice for residents: “having as much choice as is feasibly possible” [Staff 1]. We discuss more about fostering independence and providing support in Residents’ Independence, and staff values in Motivations of Staff and Trustees.
Beyond informal and formal contacts, staff provided support in a number of important ways. They worked at “encouraging people to foster and forge … relationships” [Staff 1] with other residents, to combat loneliness:
“I think slowly you can coax residents to come in and mix with each other”
[Staff 2]
One described the importance of the charity’s history and values to fostering community spirit. At several sites, staff worked with residents to arrange events and activities, often bringing in local people or organisations or helping residents take trips out to take part in activities they enjoyed. Their support work in these areas were very valuable in building community networks.
Resident-facing staff played an important role in providing a safe and secure living environment, managing aspects of homes “that [residents] wouldn’t even know to ask for, if we didn’t do it on their behalf” [Staff 1]. By keeping in close contact with residents, they were able to recommend and arrange the right facilities at the right time, such as lowering steps or providing ways of cooling a home during a heatwave. Their presence, either in person or through an on-call system, added to residents’ feelings of security.
One further specific form of support that was mentioned was that of financial advice on issues such as housing benefits and grants for gas or electricity, and this could extend to letting residents know what was available to them and helping them to complete and submit forms. The person-centred nature of the many types of support meant that it was appreciated by residents as useful and not intrusive. In this way, it contributed to their experiences of security and belonging, and bolstered resilience of individuals and the community.
