Staffing

The caregiving team was comprised of 16 resident caregivers (all females), three psychologists, two social assistants, two occupational therapists, one speech therapist, one general doctor (who comes to the institution three days per week), one neurologist (who comes to the institution once a week), one therapist (coordinates with social workers), one medical helper and one arts teacher. According to the head of the institution, the minimum level of education required for staff is a baccalaureate technique, equivalent to a high school diploma. Special educators, social workers and other professionals all met the minimum required levels of education. Staff attended regular trainings and workshops, most recently on sex education and the right to play. 

The head of the institution monitored the center through floor supervisors. Caregivers were assessed based on the institution’s constitution, and promoted or punished based on performance, evaluated in part through the completion of task charts. 

All interviewed caregivers agreed that the salary was insufficient for the physical effort and energy that their job required. As one caregiver put it, “[What we need are] fewer working hours; [the work schedule is] very long.” One caregiver who used to earn a higher salary in her previous job was only satisfied with her current one because of the spiritual benefits that she felt came with it. Many interviewed caregivers described their job as “paid volunteerism”. 

Other concerns included being away from their own families, which drained them emotionally and psychologically. One staff member said that verbal encouragement would make her feel more valued and motivated to continue doing her job, while another said that what employees needed was not words but money. Some caregivers stated they needed more breaks and days off.  Others felt that the working conditions were fine because they were provided with food, drinks, and, for those living at the institution, a place to sleep. They also stated that they needed more breaks and days off. 

The head of the institution stated that the main reason for staff turnover was marriage, as many employees come from villages and returned home after they married.