In residential treatment programs by far the most effective way to train direct-care staff in how to effectively care for the kids and to provide counseling is through on-the-job coaching and individual supervision.  However, there’s a lot of very real barriers to providing quality supervision.

The nature of the work, especially at more intensive programs, means that there is a high frequency of behavior-problems on the residential unit.  This drives staff toward a short-term focus on getting through the shift, or perhaps through the week, with as few safety issues as possible.  The kids needs are essentially infinite and supervisory staff easily get pulled into intervening with the children and youth and just trying to provide all the care they need.

The first managerial challenge to providing quality supervision involves carving out the time for a supervisor and a direct care staff person to regularly meet in an office, away from the kids.  I advocate for staff responsible for unit supervision to devote at least four hours per week to providing individual supervision.  The best way to do that is to delegate as many routine administrative tasks to direct care staff as is possible.  The best way to achieve that level of delegation is to clearly define unit coordinator and other roles. 

This approach both frees up time for unit supervisors to provide coaching and supervision, and provides real training to direct care counselors in how to organize and implement various components of the residential program, from keeping track of hygiene supplies, to designing and scheduling activities, to planning birthday celebrations, and hundreds of other necessary parts to running a quality residential treatment unit.