management, lack of skills, or simply from feeling despondent due to an accumulation of negative experiences endured when seeking to support survivors. In some circumstances, the press of those survivors needing assistance who are on long waiting lists can be overwhelming and the response of many is to just keep working to try and assist as many survivors as possible. For others, working with survivors creates in them a need to be heroic, ignoring ones’ own health and wellbeing. In any case, provisions should be in place to provide effective self-care and to assist others in assuring their wellbeing. This is the responsibility of the entire organisation and only with everyone playing a part can a safe, secure, blossoming working environment be maintained. Leadership of both management and governance bodies is crucial in this area and appropriate resources should be dedicated to this area of work with appropriate policies and prevention strategies. Most importantly, ALL staff working in this environment needs to be supported in carrying it out effectively by being supported. Clinical staff has some tools such as supervision or intervision to support them in this environment. It is equally important that the person who types up clinical or legal records, or those dealing with media stories who are presented with some very disturbing information are also provided with care. 6.1 Supervision and professional development Professional practice in rehabilitation centres for torture survivors can be highly stressful, both in the content of the work as well as the range and volume of demands on staff, which are often related to the often precarious, complex, insecure circumstances, poor conditions of living and hardships survivors may face. Essential to professional practice in rehabilitation centres is an organisational system to address staff needs. Addressing supervision and professional development of staff It is good practice to:      Establish a clear organisational policy to ensure that the professional supervision and development needs of staff can be addressed. Ensure that quality professional supervision of staff, particularly for those engaged in direct client work, is secured and periodically monitored for its regularity, and its adequacy reviewed with the staff member, by line managers. Ensure that staff members have a range of mechanisms available to them for professional support. These can include peer supervision and support groups, case discussion seminars, team days etc. Ensure that staff members have opportunities for professional development to ensure good practice, enhance motivation and support staff needs. Professional development opportunities include attending training events, conferences, seminars, meetings with external agencies etc. Ensure that managers are also able to access appropriate professional support, supervision and opportunities to enhance their learning, knowledge of the work of the centre and to optimise their management practice, including their competency in identifying the professional and support needs and supporting staff they manage. 48