Transcript Slide 1

Lessons from In Control’s Third
2008 to 2009
In Control
In Control’s mission is to play a key role in the
creation of a new system of social care,
where people will control their support, their
money and their lives as valued citizens
‘I sometimes felt that I was limited in what
I can do to bring about the desired change
in vulnerable people’s lives by resourcedriven service provision and
delivery...managers had become more like
finance controllers. I was therefore thrilled
by the introduction of Self-Directed
Support as a more flexible alternative to
the existing Direct Payments; especially in
leaving users in control of how services
are delivered and in the assessment of
their own needs...’ (Social worker in LB
Newham, 2009)
A brief history of SDS, 1
• Features of Phase one, 2003 -5
New principles, Keys to Citizenship
New operating system, 7 step model
Pilots in 6 authorities, questionnaires from 31 people
Adults only – people with learning difficulties
• Phase two, 2005-7
• Refined the technology and principles
• Moving to other social care groups, children and Health
• Evaluation, 196 people from 17 authorities, all adult
A brief history of SDS, 2
• Phase three, 2008-9
• Lessons from Total Transformation
• More confidence about the conditions needed
• Refining the tools: especially RAS, supported self
assessment and support planning
• Issues for commissioners and providers, professionals,
workforce, safeguarding, development of S4S
• Beyond adult social care: children & families, Health
and community
• A social movement, led by citizens and families
• Lots more evidence of success – 30000 people with PBs
from 75 authorities
Lessons from TT: Leadership
Picking the stars
Managing up as well as down
Thoughtful and flexible
Picked key issue – DPs
Led from the front
Lessons from TT:
Embedding, sustaining and protecting
Work with elected members
Team managers
Social workers
Other council departments
Lessons from TT: Entitlements
“A robust system to put money
in the hands of ordinary
Get Supported Self
Assessment questions right
Recognise people’s gifts from
day one
A shared contribution
Lessons from TT: Supports
A good Direct Payments system can be
a “support”
Financial brokerage
Person Centred Planning?
On-going development based on
scrutiny of support systems
Question – are they fit for purpose
Nicola Bailey
“We cannot underestimate the
significance and power of the cultural
change within Hartlepool. This was
mainly due to both strategic and
operational leadership within and
strong external critical friends, mostly
from In Control or their associates.
The work continues on new grounds,
which includes whole life
engagement and a corporate
approach. This is no longer a simple
issue for social care, it’s a local issue
which ALL citizens in Hartlepool need
to be part of. “
Real visionary leadership is critical
This involves active people management
...and intervening personally – eg to lead DP group
Get some quick wins – DPs in Hartlepool, but whatever
is to hand
Think whole systems, but intelligently, decide what is
most important
Be flexible and respond to what arises
Don’t let the challenges faze you
Stay true to the values
Beyond Adult Social Care
• Some key thinking
• ‘whole life’ – across age range and across domains of life,
including health
• ‘real wealth’ as a key to unlocking capacities for all
• ‘limits to personalisation’ in Demos work
• Cross party Political buy-in
• Demographic and fiscal challenge – ‘death tax’ debate
• Ideological shift away from corporatist/collective solutions
• Evidence
• Dynamite and Taking Control
• Staying in Control and Personal Health Budgets
• Community development work – Connected Care, Small Sparks etc
‘My name’s Kieran and I’m here to say how the BHLP program has made a
difference to me. As a young person that has ”moved round a bit”, it hasn’t
always been easy to settle at anything much really. Sometimes being able
to ask for help or support has been difficult. The BHLP program has
changed that.
I was able to choose my own rep and have total input into deciding the
things I need and how to achieve personal ambitions.
It’s pretty cool being able to ask for things and sometimes actually getting
them! But that’s how it works and it really makes you think carefully about
using the service to ground you and think about what’s important to you.
I don’t always get what I want and sometimes it’s a disappointment, but I’m
never scared to ask and when things are really tough I know I can ask my
rep and they’ll look after my basic needs too!
I’m working now, passed me bike test and living in my own flat.
They’re still changes to be made and things I want to achieve.
Biggest difference to me though is feeling much more confident and able to
decide my own future.’
What next?
• ‘Personalisation’ of public services, reform of
welfare state
• SDS as providing a technology to knit life
together – transition to adulthood and
transition from working age to older
• Right to Control – funding streams
• Renewed emphasis on community and
A Social movement?
• Independent Living, self-advocacy movement
• Partners in Policymaking/Sharing the
Challenge/Kindred Spirits/Tomorrow’s
Leaders/All Together Better
• Our Futures (formerly Plan UK)
• Public membership of In Control and the Big
• Change from within the system and from