People with an intellectual disability living in an intentional community.
Adults with ID in an intentional village loved living with co-worker families, having many jobs, and forming tight friend nets—proof that pricier small settings can deliver big quality-of-life gains.
01Research in Context
What this study did
Researchers visited an intentional village for adults with intellectual disability. They asked residents how they felt about living, working, and making friends there.
The team used long talks and group chats to collect the stories. They wanted to know if village life felt good to the people who actually live it.
What they found
Adults in the village said they were happy. They liked living near co-worker families, having different jobs each day, and building strong friend groups.
People felt safe and useful. They said the set-up gave them purpose and company at the same time.
How this fits with other research
Williams et al. (2002) looked at money first. They warned that village communities cost more than large campuses. Cramm et al. (2009) now show the extra cash may buy something big: resident joy.
Dinora et al. (2020) used numbers to prove that smaller sponsored homes boost community outings. The village in Cramm et al. (2009) is one real-world example of how close living can turn into fuller lives.
Together the three papers draw a line: small intentional settings cost more, yet they can yield richer friendships and more trips into town.
Why it matters
If you plan housing for adults with ID, remember price is only one column on the sheet. Ask if the place lets people work side-by-side with staff, swap roles, and greet neighbors daily. A village model may fit folks who want built-in friends and varied tasks. Start small: add one shared job station or community lunch and watch engagement grow.
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02At a glance
03Original abstract
BACKGROUND: Hospital closure programmes in England have generally sought to attain a fulfilling life for people with an intellectual disability by locating them in domestic-style housing in urban settings. Few have been placed in intentional or 'village' communities. Yet comparative studies of different housing types have found that intentional communities have better or similar outcomes for their residents than dispersed housing or residential clusters on former hospital sites. A possible explanation is the distinctive pattern of social relationships that exist in many intentional communities and the impact this has on the lives of their residents. This paper reports the results of research that explores the perceptions of people with an ID living in an intentional community and the meaning of their community to them. METHODS: The research used an ethnographic approach to interview a sample of 15 residents in a large intentional community (Botton Village), which is part of the Camphill Movement. Interviews used Makaton, pictures and symbols where required. RESULTS: Respondents included 10 men and 5 women aged between 38 and 78 years. Length of residence in Botton Village ranged from 5 to 50 years. All lived with the families of co-workers and valued these relationships. All but one (who had retired) worked in a diverse range of employment in the village. Almost all were positive about their work. Respondents reported that they took part in both individual and communal leisure activities and all but two had a network of friends. Opportunities for friendship were enhanced by proximity to other people with an ID and a sense of personal security in the village. As in many villages and communities in society in general, these advantages were balanced by some loss of privacy. CONCLUSIONS: Results confirm those from earlier studies of intentional communities and suggest that positive outcomes derive from the absence of the overt subordination of residents to staff, the facilitation of friendship with other people with an ID, high levels of meaningful employment and a sense of community. These factors contrast with the experience of living in small homes funded on a contractual basis by public authorities, in which cost pressures reduce wage levels for staff resulting in difficulties in retaining suitable staff and a consequent high staff turnover.
Journal of intellectual disability research : JIDR, 2009 · doi:10.1111/j.1365-2788.2009.01181.x