Clinical Support Services
Our philosophy is unreservedly non aversive in nature. We operate within a person centred model of support. Our practitioners focus on developing wellbeing approaches for a whole range of issues.
Who do we support?
We provide a range of supports for children and young people, intellectual disabilities, autism, acquired brain injury. Currently, these services are in the UK, Ireland and Denmark.
Where do we work.
The settings range from supported living, residential care and schools to direct support of families and individuals
What types of clinical issues??
We are specialists in supporting individuals with a range of behaviours of concern. These include:
- Managing physical aggression,
- Self Injurious Behaviours (SIB),
- Trauma and abuse, both with children and adults
- Self harm
- Risk Assessment
- Development of safeguarding strategies and approaches.
- Restraint reduction.
- Stress management
- Behaviour management strategies for high risk individuals and services.
Working with Organisations
An organisation which supports children and adults with intellectual disabilities asked for our help with two services that they had recently acquired. Both services had many institutionalised practices. There were many restrictive physical interventions in place. Our approach was to audit the service which involved sending staff into the houses to observe and work along side staff. They found that there were very unclear behaviour support plans and extensive use of restraint. A training programme was devised which included the Studio 3 managing challenging behaviour training, positive supports and mindfulness. Studio 3 staff followed up this training with coaching for the staff and their service managers. Within a year the use of restrictive practices had become a rarity.
A service for older adults adopted a low arousal training approach within a person centred framework. They no longer view physical interventions as an essential component of training. Our approach to validation has become increasingly popular. There is a much greater focus on managing behaviours rather than changing them in the organisation and a stronger focus on stress and wellbeing.
The language we use often influences our thinking. We are working with an organisation to change the language they use about ‘behaviours’. They are not using the term ‘behaviour support plan’ anymore. Instead, they use the. Term ‘stress support plan’, this is helping to alter views about challenging situations. If a person is stressed, why is this happening? How can we reduce stress in their life and increase their ability to cope?
We received a referral from a service for adults with intellectual disabilities, they wanted to develop an in house behaviour support resource. They wanted their clinical staff to apply a low arousal and stress management response to behaviours of concern. We provided additional training in these areas and ongoing supervision. Over the last 5 years the service has become viewed as experts in developing person centred supports for people with intellectual disabilities and behaviours of concern.
Our German colleagues have an expression ‘ Mehr spas’ this literally means ‘more fun’. Imagine targeting enjoyment and fun from a behavioural perspective. We look at daily schedules and timetables and often the appears to be no fun in them at all. We will continue to challenge organisations to view fun and happiness as important goals.
We are attempting to get organisations to avoid using terms like ‘quality of life’ and use broader definition of wellbeing. People criticise us for saying this especially as wellbeing is difficult to measure. Our response to this is that, quality of life is extremely subjective and narrow in focus. Wellbeing is such a broad subject it can encompass, physical, emotional and spiritual components. Is my goal in life a high quality of life or a fulfilled one?
We are supporting an organisation to reduce Restrictive Physical Interventions (RPI’s) by introducing a standard that there needs to be evidence of individualised restraint reduction plans. Managers and key staff have to meet within 72 hours and ask the question ‘how can this be prevented next time?’ This has helped to create a positive culture where staff view RPIs as preventable. There has been over a 50% reduction in RPIs in the last year.