Transcript Slide 1

Achieving Cultural Change
“It’s More Than Direct Payments”
Clare Gent
Service Development Manager
The personalisation of social
and health care services: more
than personal budgets.
•It's about treating disabled children and young
people (and families and carers) with respect
•It is about seeing people as individuals and
equal partners in making decisions about care
and support
•It’s about not making assumptions about what
supports might work based on people’s
impairments and lifestyles
•It is more than just handing over money to a
young person or a family so they can choose
how they want to be supported
Defining Organisational Culture
Values
Key
components
Beliefs
Achieving Cultural Change: 6 Key
Factors
•Formulate a clear strategic vision
•Senior managers lead & demonstrate commitment
•Senior managers model values and behaviours
•Identify & revise current systems, policies, procedures
and rules that need to be changed to align with the new
values and desired culture
•Select staff based on fit with new culture and train
all in new systems & processes
•Evaluate impact: identify areas for further
development
Achieving Cultural Change
“When people not used to being
listened to are heard by people not
used to listening, real change is made”
A Practical Guide to Delivering Personalisation
Think Local Act Personal
http://www.thinklocalactpersonal.org.uk/News/PersonalisationNewsItem/?cid=9232
Barriers to Personalisation
Accessibility
of Support
Planning Tools
Understanding
how it applies
to individual
circumstances
Over Emphasis
on Finance
Skilled
Support
Planners
Making it Personal
How to commission for personalisation
– guidance for commissioners and
others in children’s services
• http://www.opm.co.uk/resources/mak
ing-it-personal-how-to-commissionfor-personalisation-guidance-forcommissioners-and-others-inchildrens-services
Making it Personal
BHLP The Culture & Relationship
Change
Aspect of
Practice
‘Under developed
practice’
The BHLP model
Outcomes
focus
Services are
often confused
with outcomes
or outcomes
are described in
general terms
SMART outcomes
are identified
Restricted focus
on the 5 outcomes
All 5 outcomes
considered
as a joint set
Making it Personal
Cultural Aspects
Outcomes
Creating a culture which nurtures innovation
Service providers, front line staff and families
Operational level commissioning
Changing cultures & behaviours
Aims of the SEND Pathfinder
Programme
To explore how to effectively reform the statutory
SEN assessment and statement framework to:
 Better support life outcomes for children and young
people
Giving parents confidence by giving them more
control
Transferring power to professionals on the
front line and to local communities.
https://www.education.gov.uk/publications/eOrd
eringDownload/DFE-RR248.pdf
SEND Pathfinder Programme
Weaknesses they are seeking to address:
 Lack of independence, choice & control for families & YP
Lack of join up across services
Low parental confidence
Short term planning & lack of integration across age ranges
Lack of multi-agency working & poor use of existing
resources
Lack of accountability across agencies to
jointly deliver support packages
Findings from the Evaluation of
the SEND Pathfinder Programme
• Engagement of relevant
stakeholders
• Recruitment of designated
staff
• Change management
• Market development & local
offer
“What is being asked of you is not
easy, I know that. It means a change
in approach. It means going much
further in treating the people you
work with as individuals & tailoring
support around them. It means
letting them be in charge. And it
means really signing up to the
principles of independent living, and
helping people move away from
being dependent on you for help to
being dependent only on themselves.
That’s no small task!”
Speech by Dr Stephen Ladyman, former Minister
for Community, DOH 18 May 2004
Questions & Discussion Points
How is your organisation responding to
the need for cultural change in relation
to personalisation?
Do you have a strategy and vision for
personalisation and strong leadership?
How can the VCS support the work of
the Pathfinders?