Pros
The hard work and the endurance of good staff ensures that service users are well supported and live good quality lives. Everyday was different. Met some lovely people.
Cons
The issues within the company spanned many levels and regions so I have categorised them as below. Individual 1. Catch-ups/supervision was variable dependent on specific manager, therefore some staff felt more supported than others. 2. Managers would phone (on your personal phone) on a day/evening off to to ask you to pick up shifts or come in early. This left no room for work/life balance. Cultural 1. High staff turnover meant that working culture was ever-changing. This led to animosity and resentment by those who worked for them. 2. Many areas had a tendency to be staffed by extended families. Aunties, daughters & husbands all worked for the company. As such there was a tendency to favour relations (early finishes, better shifts etc). 3. These cultural issues fostered an environment where people would be scared to report issues or wrongdoings. Organisational 1. Ongoing issues with staffing meant shortcuts. Staff members were often ‘doubled up’ meaning they would need to try and support two service users at once, while the organisation was claiming expenses for 1:1 support. 2. Wages were often incorrect. On many occasions staff would be underpaid and have to chase missing pay. Simultaneously they would encourage fundraising from their own staff. 3. Staff members were encouraged to go on service user holidays for less than minimum wage. E.g. they’d be paid 9-5 but were required for 24hrs. 4. Limited management training and staff retention meant good support staff were promoted to people managers. This often did not translate to successful line management. 5. The organisation would often take on services they couldn’t staff, this led to last minute changes and cancellations of shifts. 6. Expenses were variable by area. In some places staff would have to pay for their own transport between shift locations. Societal 1. Although not Scottish autism’s fault, chronic underfunding of the charity sector meant the company were trying to do more for less. 2. Funding was variable by area. In some places services users were eligible for 1:1 support and in other areas 3 service users would have to share 1 staff member.