{"id":675,"date":"2022-10-18T22:52:52","date_gmt":"2022-10-18T22:52:52","guid":{"rendered":"http:\/\/acso.org.au\/annualreport\/21-22\/?page_id=675"},"modified":"2022-11-10T04:39:53","modified_gmt":"2022-11-10T04:39:53","slug":"risk-resilience-and-recovery","status":"publish","type":"page","link":"https:\/\/acso.org.au\/annualreport\/21-22\/risk-resilience-and-recovery\/","title":{"rendered":"Risk, Resilience and Recovery"},"content":{"rendered":"\t\t
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\n\t\t\t\t\t2021-2022 annual report<\/span>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Risk, Resilience and Recovery<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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CASE STUDY STORY<\/h4>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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ACSO operates eight forensic residential and one youth recovery residential program throughout Victoria, each based on a 24\/7 staffing model.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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During normal times, residents \u2013 many of whom have cognitive disabilities, along with behaviours of concern \u2013 are provided intensive support to foster new skills, increase their confidence and support reintegration and pathways to independent living.<\/p>

Over the last 12 months however, both staff and residents alike were forced to adapt, with social distancing, the mandatory and changing use of PPE, regular RAT testing, isolation requirements and the risk of infection increasing the pressure on day-to-day operations and the progress of behaviour support plans.<\/p>

\u201cI think the creativeness of how we had to operate definitely brought us closer together,\u201d recalls Erin Morrissey, Team Leader at STEP House. \u201cWe had to adapt to COVID safe, positive experiences and think, how can we do this differently? How can we change this? Previously we might have sat around a table to play monopoly with residents, but you can\u2019t do that keeping 1.5 metres apart. Instead, we came up with the idea to take the TV into the backyard and have a football afternoon, which was a fun activity we could do together safely outside.\u201d<\/p>

At Nicholson House, staff learnt Auslan to communicate with two residents who are hearing impaired, as mask-wearing inhibited the way they would normally interact. As well, iPads were brought in to help facilitate appointments, such as those with Corrections, specialist case managers and occupational therapists. For other houses, it was rethinking how to mediate difficult conversations, mitigate risk, and manage conflict and frustrations with residents who didn\u2019t always understand.<\/p>

\u201cIt was this flexibility to think outside the square, that really unlocked an innovative spirit,\u201d says General Manager of Forensic Residential Services, Lee Esposito.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Stronger together<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Supporting each other and working together cohesively as a team throughout the pandemic, was also a key feature of what made the last 12 months such a success for the residential services team. As well as covering extra shifts, offering each other breaks, and providing moral support, staff also made adjustments to their lives outside of work in order to keep residents and each other safe.<\/p>

\u201cI had two staff who relocated themselves to their family garage for a period of time so that they weren\u2019t at risk of passing COVID between work and their families, and vice versa. There was so much team connection and genuine care, and that extended to the residents as well,\u201d says Forensic Residential Services Program Manager, Catherine Nolan.<\/p>

\u201cThe attitude was \u2013 we\u2019ve got a job to do and that\u2019s to keep everyone safe,\u201d adds Siraya Norris-Ashton, Team Leader at STEP House.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Changing mindset and perspectives<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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What was perhaps most unexpected for the residential services team during this period was the shift in their mindset, the sense of personal growth and an overwhelming and lasting feeling of positivity.<\/p>

\u201cIt entirely changed my outlook,\u201d says Forensic Residential Support Worker, Mitchell Clarke O\u2019Reilly. \u201cThe need to adapt, to learn to communicate better and all those key fundamentals around self-care have been absolutely massive for me. The residents also did a sterling job of managing the changes. It\u2019s almost like they stepped up to the plate and we could rely on them at times to actually take the initiative. They really grew as people as well.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Regeneration and renewal<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Seeing her team thrive and actually flourish throughout this experience has made Lee especially proud.<\/p>

\u201cThe team have done an amazing job, adapting and responding to clients, managing business as usual operations, as well as all the change management that has happened during this time, with new [digital] systems and processes being introduced across the whole organisation. I think the team have done exceptionally well and continue to do. I also think it\u2019s been the closeness of the whole team, their approach and a shared care for each other and our clients that makes the work really rewarding, but also operationally, the best as it can be both now and into the future.\u201d<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t

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2021-2022 annual report Risk, Resilience and Recovery CASE STUDY STORY ACSO operates eight forensic residential and one youth recovery residential program throughout Victoria, each based on a 24\/7 staffing model. During normal times, residents \u2013 many of whom have cognitive disabilities, along with behaviours of concern \u2013 are provided intensive support to foster new skills, […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-675","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/pages\/675","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/comments?post=675"}],"version-history":[{"count":0,"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/pages\/675\/revisions"}],"wp:attachment":[{"href":"https:\/\/acso.org.au\/annualreport\/21-22\/wp-json\/wp\/v2\/media?parent=675"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}