Transcript IdeasXchange

IDEASXCHANGE
Sharing Dynamic Solutions
Welcome!
• Partnership of 5 organisations
• Funded by the Scottish Government to build the
capacity of providers for self-directed support
The Social Care (Self-Directed
Support) (Scotland) Act 2013
• SDS: A National Strategy for Scotland, 2010
• Draft bill was released in March 2012, received
Royal Assent in January 2013, now an Act of
Parliament, implemented 1st April 2014
• Replaces the Community Care (Direct Payments)
(Scotland) Regulations 2003
• Guidance and Regulations released summer 2013
http://guidance.selfdirectedsupportscotland.org.uk/i
ndex.html
Key Principles of the Act
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Involvement
Collaboration
Informed choice
Participation
Dignity
Personalisation and SDS asks that
we prioritise some key things,
including...
• Identifying and working towards personal
outcomes
• Thinking about assets rather than deficits
• Working in partnership, with real power sharing
• Promoting citizenship roles
• Enhancing community connections – involving
those not paid to be in a person’s life
SDS legislation – the four options
1. Direct Payment: “I get the money to spend on
support I choose”
2. Directing the available support: “I tell the
council how to spend the money”
3. Services arranged for the person by the
authority: “I let the council decide how to
spend the money”
4. A mix of options 1, 2 and 3
Our challenge…….
Whichever option the person chooses,
They should be able to expect the same level
of choice and control that they would have if
they had chosen option 1
Self directed support – what does it
mean?
People being in control of their own lives
People having choices about how to achieve their
chosen outcomes
Transparency about available resources £££
People’s assets and resources being recognised
and valued
Services are (or should be) only a small part of
the picture
Outcomes can be achieved in creative, flexible
ways
What does it mean for workers? We
will need to….
• Develop or improve on the ability to help people
identify outcomes (having ‘useful conversations’)
• Learn to listen
• See assets as opportunities for contribution and
true citizenship
• Understand what communities have to offer
• Develop confidence in using person centred
thinking and planning tools
• Think about how power is used in relationships
The bottom line is – it’s all about
relationships
“it is in the interaction with the
practitioner that the magic of
person centred support happens,
NOT in the support plan”
Guardian online, accessed 12.8.14
Co-production
• How do we share power and make sure the
person using the service is in control? What do
organisations need to consider in order to support
this shift?
The Principles of Personalisation
• Recognising and supporting carers in their role,
while enabling them to maintain a life beyond
their caring responsibilities
• Ensuring all citizens have access to universal
community services and resources – a total
system response.
Listening for outcomes
“The final product or end result
The consequence of doing something
Something that follows from an action”
Inputs
Process
Output
Outcomes
A word of wisdom…
“Real change happens when
people not used to speaking
out are heard by people not
used to listening”
John O’Brien
Focussing on outcomes
How do we know we have identified an
outcome?
Often by asking the question “so what
difference will that make?” …….and
listening very carefully to the answer!
Embracing Personalisation…
”personalisation means more than personal
budgets – it means people having real choice and
control over their support on a day to day basis.
Handing over financial control is crucial – but so
too is workers working in a way that sees
people as individuals and equal partners;
treats people with respect and does not make
assumptions based on labels or lifestyles”
Sanderson and Lewis 2012
Food for thought……
“When does our impulse to
help others we see as less
fortunate, obscure the
possibility of working together
as equals?”
Norman Kunc
1. How are you going to help me to
achieve more in my life with my
budget?”
2. For years there has been a culture of doing a risk
assessment of the risk assessment!
Personalisation and SDS should enable people to take
more control of their own lives and start to empower
people to manage their own risks.
This can leave us with a contradiction: the desire to
protect people vs. the desire to empower people.
How do social care providers balance this contradiction?
3. “My daughter has complex needs and
does not use verbal communication,
how can you assure me that my
daughter has a real choice and voice
about what she wants to achieve in her
life?”
4. As a worker with many years experience, I
am not convinced that people who use
services will gain from personalisation;
How do we create innovative solutions to
help people have a good life?
5. “What a shame! Our team does lots
of brilliant work, but we have very little
evidence to show to management or the
Care Inspectorate.”
What are the creative ways we can
show that people are achieving
outcomes?
6. “My brother has mental health problems,
there is no way he will be able to cope with
managing his own budget!”
How can we support people with fluctuating
conditions to take control, without it having
an impact on their health?
7. “I get a home care service, ½ an
hour in the morning and ½ an hour in
the evening. I am struggling to
understand how with such limited time
my care provider will adopt an outcome
focussed approach?”
8. We are being asked to co-produce,
co-develop, co-evaluate, co-everything!
So what are the challenges we face
when meaningfully involving people
receiving support and their carers at
every stage of the process?