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Supervision, training and organisational support for professionals and teams working with children, families and people in complex or vulnerable life situations.
For social services, non-governmental organisations and institutions
Work in the social sphere often takes place where individual difficulties cannot be separated from the family, poverty, violence, illness, disability, institutional constraints and access to support.
Social workers and other professionals in helping systems make decisions on a daily basis in situations of high responsibility, incomplete information and limited resources. They may work with children at risk, families in crisis, people with serious illnesses, psychological suffering, traumatic experiences, loss, violence or social isolation.
When this work is carried out over a prolonged period without sufficient space for professional reflection, the risk of exhaustion, professional distancing, a sense of powerlessness and conflicts within the team increases.
The Institute offers supervision, psychological support, training and organisational consulting for social services, non-governmental organisations, public structures and other teams working with people in vulnerable or complex life situations.
Supervision of teams
What is it?
Team supervision is a professional space in which complex cases, difficulties in interaction with service users, professional roles and the way the work affects the team itself can be examined.
In the social sphere, a single case often involves multiple people and institutions – a child, parents, relatives, a social service, a school, the health system, a court, the police or other structures. This can lead to blurred responsibilities and a sense that no one holds the whole picture.
Supervision helps to organise information and to distinguish the facts, risks, relationships, professional responsibilities and the specialists’ own reactions.
It can also address how difficult cases affect relationships within the team – for example, when different professionals identify with different sides of a conflict.
Led by: Prof. Orlin Todorov
Who is it suitable for?
For teams in social services, non-governmental organisations, institutions, crisis centres, residential services, services for children and families and other helping structures.
When can it be helpful?
- when working with complex cases;
- when multiple professionals are involved with a single service user;
- in cases of professional conflict;
- when the division of responsibilities is unclear;
- in cases of high emotional strain;
- in cases of frequent crisis situations;
- in cases of a strong sense of powerlessness;
- in cases of tension between the team and management;
- as a permanent part of professional support.
What does the supervisory work involve?
Presentation and analysis of cases, professional roles, relationships with service users, ethical issues, boundaries, risks and interaction among team members.
What happens in the first session?
The goals, participants, professional context, confidentiality rules and boundaries between supervision and managerial functions are clarified.
Format and frequency
Format
Group work with a specific team, in person or online, depending on the nature of the work.
Duration and frequency
Most often regular sessions for an agreed period.
Who conducts the supervision?
A supervisor with appropriate professional qualifications and experience in social, clinical or psychosocial work.
Important
Supervision must not be used as a disciplinary tool or a hidden form of employee assessment.
← All topics in the “For social services, NGOs and institutions” section
Supervision of social workers
What is it?
The social worker is often the professional who remains with the person or family the longest and must simultaneously coordinate multiple practical, administrative and human issues.
The work may involve poverty, violence, addictions, illness, disability, family conflicts, parenting deficits, homelessness, loss or risk to a child.
Sometimes the specialist finds themselves caught between the expectations of the service user, institutional rules and their own professional understanding of what would be helpful.
Supervision allows these tensions to be examined professionally and helps to distinguish what the social worker can change from what lies beyond their role and capacity.
Who is it suitable for?
For social workers in social services, institutions, healthcare, education, child protection and the non-governmental sector.
When can it be helpful?
- in a complex case;
- in cases of professional uncertainty;
- in cases of strong emotional involvement;
- in cases of a sense of powerlessness;
- in cases of anger or irritation towards a service user;
- in cases of conflict between professional and institutional requirements;
- in cases of risk to a child or other vulnerable person;
- in cases of difficulties with professional boundaries;
- for regular professional development.
What does the supervisory work involve?
Analysis of the case, the social environment, risks, resources, the professional position, relationships and the regulatory context when relevant to the work.
What happens in the first session?
The specialist presents their professional context and the specific issues or cases they wish to work on.
Format and frequency
Format
Individual or group.
Duration and frequency
A one-off consultation or regular supervision.
Who conducts the supervision?
A qualified supervisor with relevant experience in social or clinical work.
Important
Supervision does not replace the legal obligations and institutional responsibilities of the social worker.
← All topics in the “For social services, NGOs and institutions” section
Working with professional burnout
What is it?
Professional burnout in social services often develops where there are high expectations of specialists, while resources and real opportunities for change are limited.
The social worker may be exposed for a long time to difficult life stories, conflict, aggression, crisis situations and a sense that one resolved task is quickly replaced by the next.
Over time, emotional exhaustion, irritability, cynicism, a sense of meaninglessness and increasing distance from service users may appear.
Working with professional burnout should not be reduced to advising specialists to “take better care of themselves”. Organisational factors must also be considered – workload, roles, management, opportunities for rest, support and professional autonomy.
Who is it suitable for?
For individual specialists or entire teams in the social sector.
When can it be helpful?
- in cases of constant fatigue;
- in cases of loss of motivation;
- in cases of emotional distancing;
- in cases of frequent conflicts;
- in cases of a sense of meaninglessness;
- in cases of high staff turnover;
- when there is a sense that the team is constantly working in crisis mode;
- in cases of difficulty recovering after work.
What does the psychological work involve?
Assessment of individual and organisational factors, support for specialists, work with the team and, where necessary, recommendations for changes in the work organisation.
What happens in the first session?
The main signs of burnout, the characteristics of the work environment and the possible resources for change are clarified.
Format and frequency
Format
Individual, group or organisational.
Duration and frequency
According to the needs and size of the team.
Who conducts the work?
Psychologists, psychotherapists and supervisors with experience in professional burnout and the helping professions.
Important
Burnout is not only an individual problem. When the workload is structurally unbearable, psychological support cannot replace the necessary organisational solutions.
← All topics in the “For social services, NGOs and institutions” section
Support after a difficult case
What is it?
Some cases can have a strong impact on the professional and the team – severe violence, death, suicide, the loss of a child, serious illness, an incident, or a situation in which the specialist is left with a sense of having failed to prevent harm.
After such a case, intrusive thoughts, guilt, anger, insomnia, anxiety or strong doubt in one’s own professional competence may appear.
Sometimes the reaction affects the entire team and leads to mutual accusations, division or tension between different professionals.
Psychological support provides an opportunity for the event to be processed and understood, without the team being forced to “overcome” it quickly.
Who is it suitable for?
For social workers and teams after a highly demanding or potentially traumatic professional case.
When can it be helpful?
- after the death of a service user;
- after a suicide or suicide attempt;
- after severe violence;
- in cases of the loss or serious injury of a child;
- after an incident within a service;
- when the specialist experiences strong guilt;
- in cases of conflict among team members following a case;
- when the event continues to feel strongly present after it has ended.
What does the psychological work involve?
Assessment of current reactions, individual or group sessions, work with guilt, professional responsibility and the effect of the event on the team.
What happens in the first session?
Current needs and safety are assessed first. The appropriate format for further support is then determined.
Format and frequency
Format
Individual or with the team.
Duration and frequency
From short-term crisis work to subsequent follow-up.
Who conducts the work?
Specialists with experience in crisis psychology, traumatic stress and work with helping professionals.
Important
Psychological support does not replace the necessary administrative, professional or legal analysis of the case.
← All topics in the “For social services, NGOs and institutions” section
Assessment of the psychosocial needs of a team
What is it?
When an organisation observes tension, exhaustion or impaired functioning, the first step should not always be training.
Sometimes the problem is related to a lack of supervision, at other times to unclear professional roles, conflictual management, excessive workload, a difficult type of case, or a lack of sufficient opportunities for rest and recovery.
The assessment aims to establish the real psychosocial risks and the form of support that would be most suitable.
It views the team as part of the organisational system, rather than as a collection of individuals who simply need to learn to cope better with stress.
Who is it suitable for?
For social services, non-governmental organisations and institutions that wish to build a more sustainable professional environment.
When can it be helpful?
- in cases of high staff turnover;
- in cases of frequent conflicts;
- in cases of absences and exhaustion;
- in cases of structural change;
- when taking on new and more difficult cases;
- before introducing a supervision programme;
- in cases of difficulties between the team and management;
- when the organisation wishes to plan systematic support.
What does the work involve?
Interviews, group meetings, analysis of professional roles and, where necessary, standardised assessment instruments for professional workload.
How does the first meeting proceed?
The aim, the structure of the organisation and the questions the assessment should clarify are agreed with the management.
Format and frequency
Format
Organisational assessment.
Duration and frequency
According to the size and complexity of the organisation.
Who conducts the assessment?
Specialists with experience in psychology, supervision and organisational work.
Important
The results must be presented in such a way that they do not turn into individual evaluation or sanctioning of specific employees.
← All topics in the “For social services, NGOs and institutions” section
Training on working with trauma and loss
What is it?
Specialists in the social sphere often work with people who have experienced violence, abuse, severe loss, disaster, institutionalisation, separation or other traumatic events.
The traumatic experience can affect behaviour, trust, the ability to regulate emotions and relationships with professionals.
The training helps these reactions to be recognised, without every difficult behaviour automatically being explained through trauma.
An important topic is also the influence of traumatic material on the professionals themselves and the risk of secondary traumatisation.
Who is it suitable for?
For social workers, psychologists, educators, coordinators, specialists in residential and consultative services and other professionals.
What does the training include?
- basic principles of understanding traumatic stress;
- reactions following trauma;
- working with safety;
- trust and relationships;
- boundaries;
- loss and grief;
- working with children and adults;
- secondary traumatisation;
- when referral to psychotherapeutic or psychiatric help is necessary.
Format and frequency
Format
Seminar or practical workshop.
Duration and frequency
According to the programme.
Who conducts the training?
Specialists with competence in traumatic stress, clinical psychology and social work.
Important
The trauma-informed approach does not mean that every behaviour should be explained by trauma or that all service users should be treated as people with post-traumatic disorder.
← All topics in the “For social services, NGOs and institutions” section
Training on working with children and families
What is it?
Work with a child can rarely be separated from their family and environment.
A child's behaviour may be influenced by development, relationships with parents, school, illness, separation, loss, violence, social insecurity or multiple simultaneously acting factors.
The specialist must be able to distinguish the child's needs from the expectations of adults and maintain a professional position when different parties pressure them to take their point of view.
The training develops understanding of child development and family relationships and helps specialists to work more confidently in complex family situations.
Led by: Prof. Monika Bogdanova
Who is it suitable for?
For professionals in social services, child protection, foster care, residential services, school and community work.
What does the training include?
- basics of child development;
- attachment and relationships;
- behaviour as communication;
- working with parents;
- separation and divorce;
- violence and risk;
- adoption and foster care;
- loss and severe illness;
- professional boundaries;
- multidisciplinary work.
Format and frequency
Format
Seminar, workshop or training programme.
Duration and frequency
According to the objectives.
Who conducts the training?
Specialists with experience in child psychology, family work and social practice.
Important
The training does not replace specialised clinical or diagnostic assessment of the child when such is necessary.
← All topics in the “For social services, NGOs and institutions” section
Training on communication in difficult situations
What is it?
Social professionals often need to conduct conversations in which the person opposite is frightened, angry, distrustful or deeply disappointed.
They may need to communicate a refusal, set a boundary, discuss a risk to a child, talk to a parent about a serious problem, or work with a person who perceives the institution as a threat.
In such situations, communication is not simply a matter of a polite tone. The specialist needs to simultaneously preserve the relationship, the professional framework and the clarity of the message.
The training examines real situations from practice and ways in which tension can be reduced, without the professional promising things they cannot fulfil.
Who is it suitable for?
For social workers, psychologists, administrative specialists, managers and other staff with direct contact with service users.
What does the training include?
- active listening;
- clear and understandable communication;
- setting boundaries;
- conversation involving refusal;
- working with anger;
- de-escalation;
- communication in risk situations;
- conversation with parents;
- communication between different institutions;
- the specialist's own emotional reaction.
Format and frequency
Format
Practical seminar with case studies and exercises.
Duration and frequency
According to the programme.
Who conducts the training?
Specialists with experience in psychological and professional communication.
Important
Good communication cannot resolve every conflict. In the event of threat or violence, safety and applicable organisational procedures take priority.
← All topics in the “For social services, NGOs and institutions” section
Consulting the organisation in complex cases
What is it?
Some cases exceed the capabilities of a single specialist and require the organisation to build a shared professional position.
There may be conflicting needs, multiple institutions, high risk, family conflicts, severe illness, violence or differing professional opinions.
In such a situation, the external consultant can help structure the information, identify the main risks and clarify the roles of the various participants.
The aim is not for the external specialist to "take over" the case or replace the organisation's professional responsibility.
Led by: Prof. Orlin Todorov
Who is it suitable for?
For social services, non-governmental organisations and institutions dealing with particularly complex cases.
When can it be useful?
- when multiple institutions are involved in one case;
- when there is high risk;
- when there is disagreement between professionals;
- in an ethical dilemma;
- when there is a lack of clear direction;
- with strong emotional involvement of the team;
- when an external professional perspective is needed.
What does the work include?
Review and structuring of the available information, discussion with the team, analysis of risks, resources, professional roles and possible next steps.
How does the first meeting proceed?
The organisation presents the context, the specific question and the actions taken so far.
Format and frequency
Format
Expert consultation with the professional team.
Duration and frequency
One or several meetings depending on the complexity of the case.
Who conducts the consulting?
Specialists with appropriate clinical, social or supervisory experience according to the nature of the case.
Important
External consultation does not replace the decisions of the competent authorities, legal consultation or specialised medical assessment when these are necessary.
← All topics in the “For social services, NGOs and institutions” section
Developing programmes and models for psychosocial support
What is it?
Organisations sometimes have a clearly recognised need – for example, support for parents, people with chronic illnesses, young people, carers or professionals – but lack a developed model for how it should be provided consistently and with quality.
Building a psychosocial programme begins with a clear definition of the target group, the needs and realistic goals.
Then the forms of work, criteria for inclusion and referral, professional roles, necessary competencies, assessment mechanisms and safety principles are determined.
The approach must be tailored to the resources and capabilities of the organisation, rather than creating a system that looks good on paper but cannot be sustained.
Who is it suitable for?
For NGOs, social services, patient organisations, foundations, municipalities and other structures that develop psychosocial programmes.
When can it be useful?
- when creating a new programme;
- when restructuring an existing activity;
- when introducing group support;
- when building patient navigation;
- when creating a programme for parents or carers;
- when developing a model for working with trauma, loss or illness;
- when there is a need to standardise practice.
What does the work include?
The following can be developed:
- needs assessment;
- goals and intervention model;
- inclusion criteria;
- referral algorithms;
- professional roles;
- training materials;
- assessment forms;
- risk procedures;
- supervision mechanisms;
- a model for tracking results.
How does the first meeting proceed?
The target group, current activity, available resources and expected outcome are clarified.
Format and frequency
Format
Expert and organisational consulting.
Duration and frequency
According to the scope of the programme.
Who conducts the work?
A team of specialists depending on the specific thematic area.
Important
Psychosocial programmes must clearly distinguish between supportive, psychological, psychotherapeutic, medical and social activity and must be implemented only by specialists with the necessary competence.
← All topics in the “For social services, NGOs and institutions” section
External expert supervision
What is it?
External supervision provides the organisation with a professional perspective that is not part of the day-to-day hierarchy and internal relationships.
This can be particularly useful for teams that work with severe cases, in heavily burdened structures, or when internal dynamics make it difficult to freely discuss problems.
The external supervisor does not manage the team and does not make decisions on behalf of the management. Their task is to create a professional space for reflecting on practice, cases and relationships.
The independent position can help identify recurring patterns that are difficult to see from within.
Led by: Prof. Orlin Todorov
Who is it suitable for?
For organisations that want regular independent supervision of their teams.
When can it be useful?
- when there is no internal supervisor;
- when an independent professional perspective is needed;
- in complex and high-risk cases;
- in the event of tension within the team;
- during organisational change;
- when working with severe trauma, violence or loss;
- as a long-term quality policy.
What does the supervisory work include?
Regular meetings with the team, discussion of cases, professional roles, relationships, boundaries, ethical issues and the workload from the work.
How does the first meeting proceed?
Together with management and the team, the goals, framework, confidentiality and what information from the supervision process may or may not be shared with the organisation are agreed upon.
Format and frequency
Format
Regular group or individual supervision by an external specialist.
Duration and frequency
Usually long-term work with a pre-agreed frequency.
Who conducts the supervision?
A qualified external supervisor with relevant professional experience.
Important
For there to be trust in the process, the boundary between supervision, organisational consultancy and administrative control must be clearly agreed from the outset.
← All topics in the “For social services, NGOs and institutions” section
Our approach to social services and organisations
The team cannot endlessly compensate through personal dedication for the lack of time, resources, clear roles and professional support.
At the same time, even a well-organised system does not remove the emotional complexity of working with people. That is why a sustainable professional environment requires good organisation, competent specialists and a space in which difficult cases and one's own work can be thought through, all at the same time.
The Institute does not offer a universal package for every organisation. The work begins with the specific mission, team, target groups and real difficulties, and from there a suitable format is built.
Good care for people requires that the professionals who provide it also have a place for support, reflection and development.