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2-Adjust support to staff as needed | 6 |\n| Lesson 3-Find ways to make the transition easier for staff | 7 |\n| Lesson 4-Be available and lead by example. | 8 |\n| Managing rosters | 9 |\n| Lesson 5-Balance the needs of residents and staff in rostering arrangements | 9 |\n| Preventing mini-institutions | 11 |\n| Lesson 6-Embrace a person-centred model of care | 11 |\n| Lesson 7-Rotate staff periodically | 13 |\n| Lesson 8-Anticipate ‘Institutional creep’ | 13 |\n| Lesson 9-Decouple the community house with the congregated setting | 14 |\n| Lesson 10-Look for opportunities to widen the skill mix of staff | 15 |\n| Conclusion | 16 |\n| Additional Resources | 17 |\n\nPublished 2024  \n2  \nIntroduction  \nThe Health Service Executive’s (HSE’s) Transforming Lives Programme is a national reform programme of disability services. Part of the Programme involves enabling persons with disabilities to transition from larger congregated settings 1 to dispersed homes in the community where they will have more choice and control over their lives.The Time to Move on from Congregated Settings –A Strategy for Community Inclusion is the strategy that underpins these transitions.  \nThe National Disability Authority conducted a qualitative research study entitled Staff and Change Management, Good Practice in the Transition to Community Residential Disability Services  \npublished in 2021.This study examined how disability services have managed the transition process, particularly focusing on the management and experiences of staff. The experiences and learnings from this study have been condensed into two Effective Practices documents, published in 2024, as follows;  \n• Managing homes in the community following transition from congregated settings  \n• Managing the transition of staff from congregated to community settings  \nDrafts of the documents were shared with senior service managers with experience in transitioning services to the community and their insights have also been included to enhance the document.  \nThe staff and managers in the study acknowledged that a lot of what they did in relation to transition to the community was through trial and error and that it was a huge learning curve  \nfrom them.The key learning from the staff and managers in relation to managing homes in the community following transition from congregated settings is presented in this document using quotes where relevant to highlight particular points and linking to key HSE supporting documentation.  \nThese documents are primarily intended for residential services managers who are coordinating or overseeing the transition of residential services to the community. Frontline staff may also  \n1. Larger congregated settings are defined as living arrangements where 10 or more people share a single living unit or where the living arrangements are campus-based.  \n3  \nfind them useful in reflecting on their own practices or in offering suggestions to their managers to improve the transition process. Similarly, the leadership of disability organisations may use them to help support their managers and enhance the change management process within their organisations.  \nThis document takes a practical approach to supporting managers with transition. However, it is also acknowledged that practice needs to be focused on the residents and their will and preferences with the underlying assumption that they have capacity to make decisions about their own lives in line with the Assisted Decision Making (Capacity) Act 2015 (as amended).Therefore, the approach to transition should reflect the rights of the residents, with a primary focus on the rights included the United Nations Convention on the Rights of Persons with Disabilities and in particular Article 19, Living independently and","cbCaipha1h77A8tV","https://ap.wps.com/l/cbCaipha1h77A8tV","pdf",323468,"English","# Introduction\n## Supporting staff\n### Lesson 1-Foster teamwork and good communication\n### Lesson 2-Adjust support to staff as needed\n### Lesson 3-Find ways to make the transition easier for staff\n### Lesson 4-Be available and lead by example.\n## Managing rosters\n### Lesson 5-Balance the needs of residents and staff in rostering arrangements\n## Preventing mini-institutions\n### Lesson 6-Embrace a person-centred model of care\n### Lesson 7-Rotate staff periodically\n### Lesson 8-Anticipate ‘Institutional creep’\n### Lesson 9-Decouple the community house with the congregated setting\n### Lesson 10-Look for opportunities to widen the skill mix of staff\n# Conclusion\n# Additional Resources","[{\"question\":\"What is the document’s purpose in the transition to community settings?\",\"answer\":\"It provides a practical approach to supporting managers to coordinate or oversee the transition of residential services to community homes, with a focus on residents’ will and preferences.\"},{\"question\":\"How does the document recommend supporting staff during a transition?\",\"answer\":\"It outlines lessons such as fostering teamwork and communication, adjusting support as needed, helping staff make the transition easier, and involving staff in decision-making and regular listening.\"},{\"question\":\"What roster-related measures help balance needs after transition?\",\"answer\":\"The document includes guidance to balance residents’ and staff needs in rostering arrangements and to rotate staff periodically to support continuity and reduce institutional patterns.\"}]","Effective Practice - Managing homes in the community following transition from congregated settings | PDF",1789148186,6]