Personal assistant care may be one of the most important independent living services for people with severe disabilities. It allows them to get the kind of help in their community that otherwise would only be available in more restrictive environments, such as nursing homes.

Starting in 1982, the Research and Training Center on Independent Living has been developing research-based techniques to successfully train and supervise caregivers for a model of personal assistant care management. The RTC/IL model attempts to overcome management deficits by outlining specific job descriptions in the form of performance checklists.

Each checklist details the steps in a particular work routine (health care, housekeeping, environmental maintenance, etc.). Checklists may also include information on how often routines are to be performed, materials needed, and set-up procedures. Checklists not only provide instructions to the caregiver, but also help the employer monitor, evaluate, and provide feedback to the caregiver on his or her performance. Once training is completed, checklists can be used for continued supervision. By using the checklists to periodically re-evaluate and provide feedback to the attendant, consistent performance can be maintained.

One of the first tasks in developing the model was to draft an employer procedures manual that could be individualized. The first step is for a person to determine what areas of personal care with which he or she needs help. General categories, like bathing or housekeeping, are selected from a prepared list. From these general categories, individuals can choose areas in which they need attendant care.

Developing personalized checklists involves listing exactly what duties the attendant is expected to perform in each general category selected. This can be done from memory, by having someone record each duty while the routine is being performed, or tape recording verbal descriptions of each routine. The important thing is that the checklists contain each duty the attendant will be required to perform.

Once the checklists are finalized, they can be used for a variety of administrative functions. When interviewing a prospective attendant, the employer can allow applicants to review the checklists so they know exactly what will be expected of them. Upon hiring, checklists then can serve as a job responsibility contract. They can also be used in training and will give the attendant a visual picture of what needs to be done, when it needs to be done, and in what order. #2141

Ulicny, G. R., Elwell, J.S., & Jones, M.L. (1984). Disabled employers can increase their attendant management skills. Independent Living Forum 2(3), 1-5.