Aspris’ Post

Pleased to share that Spring Safety Psychologists are busy planning and preparing for a huge audit that will span over 4 months! The scope is specific; includes fatigue and working hours, so our team of psychologists who are also Internal Skilled Lead Auditors will be tackling that component of the audit. 🕵♀️ #psychosocialhazards #riskassessment #audit #internalaudit #understandrisk

This is one of the biggest problems with the field of ABA when it comes to service delivery for ASD. Burnout and turnover rate is insane, and I don’t think it’s just the nature of the job that’s contributing to this. The operational side has to be meticulously balanced to remain profitable, but there are some conditions (that may or not be a symptom of this balancing act) that I’ve noticed during my time in the field. The workplace in ABA seems chaotic. Last minute schedule changes, lack of ongoing training, more constructive feedback than verbal praise, large documentation responsibilities while simultaneously working with clients, skill acquisition targets and trial counts that seem impossible, lack of overall support in general, etc. I could think of more if I had time. And all of these lead to low motivation, poor treatment fidelity, and ultimately burnout/high turnover. Not trying to point fingers, but we need to figure out how to solve these issues because it seems to be across the field as a whole.

Disgruntled front line staff who are frustrated and disengaged are labelled as negative. But they hold so much value. Some of David’s best change work during his career in policing came from those disgruntled front line staff members. The system was stopping them from being able to deliver great service. And, in some cases, it was only a tiny bit of the system that needed changing. Here's an example from one of our directors, David: We had lots of people working in the custody suite one summer. They were saying that the environment was poor. It was hot, humid, dry environment. And it was affecting them in successfully delivering great service. One person said one thing would make it better: "If we had a water cooler." They'd asked and been told no. So I knocked on the Assistant Chief Constable's door after lunch. I said: "I know this isn't the way this should happen. But this one change will have a huge impact. Can we make it happen?" The ACC's response: "How much is the water cooler?" "A few hundred quid," I said. The next day, the water cooler was installed. And it had a positive impact across the team. The team had followed procedure by going to their inspector, and they couldn't justify it. It should’ve been raised by the inspectors but they didn’t want to upset their leaders above them. The system wasn't capable of such a simple change. It was an organisational systemic issue, which meant staff were disgruntled, disengaged and labelled as negative. But all staff in the custody suite wanted was a cold drink of water in a dry, hot environment. It just needed someone to disrupt the system, to create change and lasting impact. 💧

Final Call for our Introduction to Case Management Principles taking place on the 1st May! This course is delivered by our associate and expert in ASB case management, Jack Madge CIHM. An essential for all frontline practitioners this course walks the learner through the key principles of case management, from point of opening a case to closure. Based on the principles found in Janine’s top-rated textbook, it uses a case noise related case example to bring the theory to life. Who is this course for? All front-line officers, whether working in Housing, Local Authority or Policing, as well as line managers wishing to benchmark their current approach with best practice. Learners will explore; 1) The golden threads of case management, including ASB policy, partnership working, support for parties and case file recording. 2) The report stage: how to accurately triage and assess reports, prioritising based on severity and reporting to others. 3) How to investigate effectively, including interviewing the reporter and action planning, identify sources of further investigation and confidently interviewing the alleged perpetrator. 4) How to assess the evidence to decide whether the necessary standard of proof has been met and how to determine the best course of action. 5) How to monitor and close a case effectively. This course is the perfect complement to our Intro to the ASB, Crime and Policing Act 2014 session, combining to deliver a complete package of essential knowledge for front line officers. Book now - an invoice gateway is available at the checkout: https://lnkd.in/erUQwtfN

A three-step method can help counselor supervisors use their limited time more efficiently while building strong competency in supervisees. https://bit.ly/4cmYNvP

Today's @CommonsEd report on Ofsted illustrates the challenge facing current & future governments, as well as Sir Martyn Oliver, as they seek to reform the inspectorate. There's a strong & shared sense of the problems with inspection: stress and distortion caused by single word judgements, the problematic complaints policy, the perceived unpredictability of judgments. But the apparent consensus on the solutions required should alarm us. What we see in today's @CommonsEd report is the amplification some policy solutions that appear to have become accepted as the right course of action, but I think require much greater scrutiny. Eg annual safeguarding reviews could be a problem. Not because safeguarding isn't important, but because at a time when the system is shouting at us to dial down the pressure on inspection, this policy proposes doing it every year! Another: trust inspection. The policy discourse seems to say it just feels 'right' to add this layer in. As I wrote last week, it may well be something to do over time but it is much more complex than simply writing a framework. https://lnkd.in/ewHPqJm6 It requires a conception of quality, and unless this is the product of compelling evidence and serving the right purposes, it will add more pressure to our already-strained accountability system with little gain. Here's another Ofsted folk-policy: adding depth to written reports. I struggle to understand the contradiction I hear so often - that Ofsted should not be the single source of truth about schools, and is inconsistent, while also arguing for ever more detail in reports. Rather than putting Ofsted back in its box, at a time when the system is screaming out to have pressure removed from inspection, we hear policy voices inadvertently arguing for MORE inspection burden. And today's @CommonsEd report has further replicated this. At the heart of this is a big challenge of policy work - not just influencing policy but influencing the policy in the right way. It's tempting (and I say this as someone who does this for a living) to get drawn into poor policy positions for two common reasons: 1) Because everyone else seems to be saying it, so it must be right. Though, clearly this is circular thing and peril lies therein. 2) Prioritising the policy 'win' over the substance. The more an idea picks up a head of steam the more tempting it is to throw your weight behind it so you can claim influence and say you were on the winning side of a debate. My issue with today's report is not that it has gone too far. In some ways, my concern is quite the opposite; it's that it hasn't added much to the debate, and has provided little new insight. I think it's good that there seems to be an emerging consensus on the problems with inspection. I am less sure about the apparent consensus on the solutions.

I can’t believe that a lot of managers still think that supervisors need to know legislation back to front and have a copy of the legislation sitting on their desk. THAT IS NOT WHAT IT’S ABOUT!! They need to know how to access and what to access in the SSE’s SHMS and they need to know how to fulfill their obligations. The SHMS is the SSE’s interpretation of what is legally required by the legislation. That’s THEIR obligation. I reckon if I was to grill most managers on the Act and Reg, to regurgitate whole sections, they’d fail pretty bloody quick. This is what I explain during my Legislation for Supervisor workshops. This resonates with supervisors. Maybe I need to start running Lrgislation for Supts and Managers. Those at the blunt end. #mondaymusings #dumbstuff #knowyourlegalobligations #supervisorsarevital #supervisordevelopment

It’s been quite a big week and a half so far! So let’s sum it up: •I started my new job last Monday, and straight away, I’ve felt so comfortable in my new role! •I’ve worked with my line managers to get myself trained in quality assurance and compliance. For the past two days I’ve worked almost independently creating training plans for students, and I’m really happy with my progress here. •I’ve completed certificates with High Speed Training on Health and Safety, Equality and Diversity, and Sexual Harassment. I particularly enjoyed E&D as I learned some new things! •I completed awareness and referrals of the home office’s PREVENT programme. This was all new information to me, and learning this really opened my eyes on how to safeguard those at risk of radicalisation, as well as how to report my concerns. •I completed invigilation training in preparation for independently invigilating my first exam next week. This was all brand new to me and I’m excited to put my new knowledge to work! •I completed a safeguarding course with the NSPCC on keeping young adults and children (16-25) safe from abuse. Although I was already aware of many warning signs, I did learn some new things, for example, county lines. •Most exciting for me on a personal note - in order to add to my continuous personal development, i have used any spare time I have to learn more about intelligence and counter fraud. I have started to learn about confidence levels, probability, and the intelligence cycle. This has already paid off, as I can better understand students I face. But this is highly beneficial for me, as it is a subject I find so interesting, and I cannot wait to learn more. Can’t wait for what week three holds!

ALF Tip of the day: Employees have annual training requirements based on the facility type. TAC RULE §553.253 (Type A & B facilities) Direct care staff must complete six documented hours of education annually, based on each employee's hire date. Staff must complete one hour of annual training in fall prevention and one hour of training in behavior management TAC RULE §553.303 (Type B ALZ Unit): In addition to the staff training requirements under §553.253 all staff members must receive four hours of dementia-specific orientation prior to assuming any job responsibilities #ALFTIPSTexas #Compliance

Transitioning into a new role as a CX advocate, I initially aimed to integrate the Crisis Awareness Training Program with customer experience initiatives. However, feedback highlighted that the program aligns more closely with an EAP (Employee Assistance Program) resource function. As I near retirement, my goal is to share my innovative talents and skills with other transit organizations. De-escalation, a critical life-saving skill taught to police officers in crisis situations, must be instructed by experienced professionals to prevent severe consequences. Maintaining high training standards in de-escalation is crucial to ensuring its effectiveness and impact. This has never been about checking a box, or appearances, it is about reducing assaults of operators through crisis awareness programming. Some firsts in my organization: - 1st CIT Law Enforcement Mental Health certifications - 1st Coordinator for Allegheny County/Pittsburgh - 1st Mental Health Awareness in Transit - 1st De-escalation Training - 1st Instruction and Police Department training collaboration - 1st full day class for operators, some of which had not received classroom training in 25 years since beginning their careers - 1st Road Operations, OCC, Traffic, Customer Service, Crisis Awareness Training I appreciate all those individuals who grasped the importance of the crisis awareness assignment right from the beginning. It's essential not to alter impactful and transformative programs merely for the sake of change. #impact #transformative #safety #crisisawareness #crisisdeescalation #operatorassaults #discoutesycomplaints