Sensibly Staffing Adapted Programs

By Addy Hjarpe

Adapted programs offer recreational opportunities for individuals with special needs. The programs provide a safe, fun environment that offers participants time to enjoy a wide variety of programs and socialize with their friends. While it is important that staff members are well-trained, knowledgeable, and patient, it is almost equally critical that they are willing to stay on board to minimize a change of facilitators. For some individuals, change is not the best thing. Once participants are familiar with the staff, they often become emotionally attached and have a difficult time adjusting to new facilitators. In order to reduce this possibility and avoid frequent change, it is important to take good care of staff members.

Hiring Great People
When hiring staff members, look for individuals with the following characteristics:

• Patience
• A good attitude
• The ability to smile, no matter the situation
• The flexibility to face any incident
• Good conflict-management skills in facing participants and caregivers
• The ability to create a backup plan. 

One way to recruit staff is by networking with local schools that have special-education programs. Volunteer recruitment, often from local schools and philanthropic organizations, is a worthwhile source of additional help for staff members. If a volunteer demonstrates a natural ability and talent in working with this population, see if he or she is interested in joining the staff as an assistant.

Time To Train
Once staff members are hired, present an overview of the various types of disabilities and the characteristics of each. This should include strategies on how to handle certain situations and symptoms related to the characteristics. Information should include a clear description of the program, the goals, the areas for development, the address of each activity, the age range of the class, and the staff members’ responsibilities. To ensure the staff takes ownership of the program, they can plan activities and assume responsibility for the safety of the participants as well as providing fun. Training should include an overview of the various types of individuals attending and specific diagnoses.

The dress code for staff members requires clothing that is comfortable and washable, and can withstand glue, paints, and/or food. Comfortable shoes are a necessity (no flip flops, as there is a lot of standing and fast movement). Advise staff members not to wear hoop earrings because these can be pulled very easily; they are also very attractive to a child. Perfumes or lotions that have a strong scent should be banned, for these may present a problem for an individual with a seizure disorder. Strong scents may also send an individual with sensory issues into a meltdown, which will hinder his or her enjoyment of the program and may be disruptive to the other participants.

Prepare staff members for the unexpected. Alternative activities should be planned in case the intended program does not work, or is completed sooner than expected. Always offer a variety of modes of play and activities. Know the participants attending the programs--their likes, dislikes, and allergy alerts, and how to calm them if a temper tantrum occurs. This information can be obtained using a simple form filled out by the caregivers. If information is not complete, make a courtesy call to the caregivers before a class starts and gather additional information by asking open-ended questions. Sometimes rephrasing the questions will help in obtaining more specific information. Always stress to staff members the need for confidentiality.

Sufficient Staffing
Once the training is completed, make sure the number of staff is sufficient to accommodate the number of participants attending the program. Support staff can be provided by the contract aides and volunteers, who will also have gone through the training. The number of staff is dependent on the ability levels of the individuals attending the class/program. For programs that are designed for individuals who are more involved and have more needs, a ratio of three to four staff per group of 10 participants is appropriate. There should always be staff supervising a group. If someone must be removed from the location/room and taken to a quieter place, an extra aide is always helpful. If the participants are more independent and capable of taking care of their needs with minimum help, then fewer staff members are needed. As noted above, prepare for the unexpected. When in doubt—add extra staff.

Supervisors should always be available to troubleshoot should the occasion arise. Easy accessibility is important. They should be a phone call away to answer questions or to become directly involved. Should a situation occur that requires a one-on-one discussion with the staff or caregiver, supervisors should always talk to the staff person and discuss an alternative action that could have been taken to avoid the conflict.  Show support for the staff member by complimenting his or her efforts. Staff members need to know they are valued and supported. Spontaneous visits to the programs give the supervisors an opportunity to do on-site evaluations. Also talk to the caregiver involved, address the concern, and discuss solutions.

Support the staff, volunteers, and the contract help by giving them the training they need. This approach will minimize problems and reduce turnover. Remember their birthdays with a card or text message. Make them feel that their time and effort are valued by listening to them and including any new ideas for the program. Record their special efforts to improve the program or any special steps they take above their normal job responsibilities. Giving staff ownership of the programs they lead sends a message of trust in their capabilities; however, be a mentor and guide. Provide them with all the tools they need, whether it be more training, more information about the participants, or supplies.

The staff can be full-time, part-time, contract, or volunteers. In the program I supervised, there were two full-time and six part-time employees. In addition, six contract staff members worked as aides to the full-time and part-time employees. This group presented 40 programs each session four times a year, providing over 200 participants of varying ages with fun events. The care of these valued employees is important, not only to the city for which they work, but to the participants and their families that they so diligently serve.

Addy Hjarpe, M.S., is recently retired, having served as the Therapeutic Recreation Supervisor of the Parks & Recreation Therapeutic Programs for the City of Plano, Texas. Reach her at addyandken@verizon.net.