What Matters to Us. Making the best use of our social and financial resources together. Rick Wilson. 16 th October 2014

Transcription

1 What Matters to Us Making the best use of our social and financial resources together Rick Wilson 16 th October

2 Summary Introducing Community Lives Consortium Long spoons and the jaws of doom Discussion What matters to me What matters to Us Discussion 2

3 Introducing the Consortium 3

4 Who are the Consortium? We support people who have learning disabilities who live in the communities of Swansea Neath and Port Talbot. We support about 270 people We employ about 750 staff We deliver about hours of support every week. Work with 8 Housing Associations. 4

5 Support people need Personal Care Help with money Technology Personal skills and behaviours Social Support Help with getting around Housing Related Support 5

6 Themes for coming years How do we continue to be successful in a way that helps to build a fair, healthy and just world around us? How can the most person centred way of working for us also be the most efficient? How do we move from a culture of Them and us to one of I and We? 6

7 Long spoons and the jaws of doom Source Guardian website Local government cuts: the 'Jaws of Doom' are ready to bite Illustration Stuart Macmillan Allegory Rabbi Hain 7

8 A tale of 2 futures for people who need support. Significant rationing of personal support Growing fear of isolation and competition with others Increasing sense of people as needs Pressure for scale and safety, not individuality and interdependence Actual isolation and helplessness Illustration Stuart Macmillan Allegory Rabbi Hain 8

9 A tale of 2 futures for people who need support. Sense of personal development Cooperation around shared needs and personal interests. Significant rationing of personal support. Pulling together not falling apart. Relying on shared financial and social resources. Rewarding contribution and punishing freeloading. Comradery in troubled times. Illustration Stuart Macmillan Allegory Rabbi Hain 9

10 Finding the common good I s becoming We s This would seem to be about introducing the common good into public service organisation. 10

11 Cooperation and Motivation - Research Lessons Self Determination Theory I s Maximum performance - Intrinsic Motivation Money and fear short term at best Relatedness Belonging and shared transcendent purpose Autonomy Being able to act with choice Competence Personal growth and developing mastery 11

12 Cooperation and Motivation - Research Lessons Lessons from social psychology and game theory People will cooperate to create common goods! We s Boundaries and Membership Purpose, joining, rights, and responsibilities Communication between members Not up and down, but member to member Reputation & punishment A public record of your behaviour and the ability to influence others (ebay ratings) 12

13 Finding the common good What is the common good that underpins your organisation? Who relies on this commons? What resources do they depend on together? How do they recognise contribution & growth and punish freeloaders? Why should they pull together? 13

14 Systems method within the Consortium

15 Purpose and principles. To support people to live the live they choose. Design Principles We only do what matters to the people we support. We will focus our best resources on the people that we serve. We will help people to control their work. We will work together to get rid of waste. We will not break the law, but we may challenge it. 15

16 What matters to me... The care needs, wishes, preferences and outcomes for each individual service user are incorporated in their service delivery plan. 16

17 What Matters to Me? 1. Review of Service delivery plan 2. Check Unified Assessment 3. Contact care managers and others 4. Arrange meeting Living my Life 5. Preparation for meeting 6. Meeting takes place 7. Update Info 8. Store and circulate 9. Update staff Agreeing My Plan What Matters to Me 10. Delegation of responsibilities 11. Work 12. Daily records 13. Archive 14. Admin and Shredding

18 Changing Pro-forma the way we Excluding work with people? Great based practitioners working information back with people not counting gathering practice What Matters to Me bureaucracy professional controlled Agreeing my plan Process based recording and performance management Living my Life Front-line 61% management time Negotiation

19 Personal plans and records Easy Read Video Presentations Agreed with the person and their supporters 19

20 What Matters to Me a demand led approach Michael Recently moved into his own home He spent many years in specialist health units. Shredding has always been a skill 20

21 What Matters to Me a demand led approach Michael Recently moved into his own home He spent many years in specialist health units. But animals are a passion 21

22 What Matters to Me a demand led approach Michael Recently moved into his own home He spent many years in specialist health units. Contributing to the local farm 22

23 What Matters to Me a demand led approach Michael Recently moved into his own home He spent many years in specialist health units. Now working with the RSPCA 23

24 Changing Measures. Process Hours, Plans Supervisions Satisfaction Accountability through the production of evidence Tell Me Desires, outcomes and capability Demand What matters to me Capability Is this happening for me, what is getting in the way? Stories Commissioners in the work Part of the network of relationships. Accountability through the triangulation of perspectives Show Me 24

25 Yes more person centred, but more efficient? 25

26 What Matters to Me working on the key flows Since 2010 How can I plan and record my life? How can I manage my money successfully so that I can live the life that I choose? How can I sort out my problems when things go wrong? How can I get the right support from somebody who I trust and get on with? In people hours per per hour In people hours per per hour 26

27 A tale of 2 futures for people who need support. Sense of personal development Cooperation around shared needs and personal interests. Significant rationing of personal support. Pulling together not falling apart. Relying on shared financial and social resources. Rewarding contribution and punishing freeloading. Comradery in troubled times. Illustration Stuart Macmillan Allegory Rabbi Hain 27

28 What matters to Us 28

29 Organisation around common interest and skills Time 2 Meet Help members to build stronger social lives with people around them by sharing, skills interests and time. Members join What would you like to do What have you done in the past Find Common Interests Help people to make these things happen 29

30 Time to Meet Organising for cooperation Member based Common purpose created to solve a common problem Self organising Members work with each other to find their own ways of putting in place the things they want. Evidence of contribution Leadership and time credits enable members to demonstrate their contribution and reputation in the group Accountability Members are accountable to the group, people can tell each other off (nicely). 30

31 Building a social Social Services John 428 Members Who now organise 23 groups and events 4322 hours of leadership in first year 6200 hours of things that Matter to Us 31

32 Integrating the I and the We What matters to Me What do I want? What can I offer? How can we experience more of what matters to us? What is getting in the way? How can we use our shared resources differently? What matters to Us What can we do together? What can we do for each other? Democratic Simple Social 32

33 The Consortium how we are organised currently We support about 275 people with learning disabilities to live the lives that they choose in South West Wales. 8 Networks of People, each with approx 33 people receiving 2200 hours of support per week 90 staff and managers (1 Registered Manager) 15 to 20 actively involved family members 10 Local Authority care management staff 33

34 What Matters to Us Aims to: Change each of our Networks into social organisations that meet the support needs and personal interests of their members using as few resources as possible. This will take up to 2 years to work across all networks. It will not take extra money but it will take time and effort. 34

35 What matters to us a new way of organising together What matters to me? What do I like to do? What can I contribute? What support do I get? What matters to us? What do we want? What is missing? What can we organise together? What can we share? How do we use staffing & things? Only doing the things that matter? Simple ways of working and measuring our progress. How we work together? Membership rights and responsibilities Communicating about what we are all doing Networks of People, each with approx 33 people receiving 2200 hours of support per week 90 staff and managers (1 Registered Manager) 15 to 20 actively involved family members 10 Local Authority care management staff 35

36 What matters to me? First 6 months What matters to me? What do I like to do? What can I contribute? What support do I get? People create information about what matters to them and what they can do to help others. Care managers review the support that people receive so that it is fair and helps them to develop. The Consortium helps managers to organise and present information about what matters and what people s experiences are. 36

37 What matters to us a new way of organising together What matters to me? What do I like to do? What can I contribute? What support do I get? What matters to us? What do we want? What is missing? What can we organise together? What can we share? How do we use staffing & things? Only doing the things that matter? Simple ways of working and measuring our progress. How we work together? Membership rights and responsibilities Communicating about what we are all doing Networks of People, each with approx 33 people receiving 2200 hours of support per week 90 staff and managers (1 Registered Manager) 15 to 20 actively involved family members 10 Local Authority care management staff 37

38 What matters to Us? 6 to 12 months What matters to us? What do we want? What is missing? What can we organise together? What can we share? Sharing simple documents about What matters to Us Getting people together with similar or complementary needs & interests Helping people to share time and support Using T2M and it s ideas and ways of working 38

39 What matters to us a new way of organising together What matters to me? What do I like to do? What can I contribute? What support do I get? What matters to us? What do we want? What is missing? What can we organise together? What can we share? How do we use staffing & things? Only doing the things that matter? Simple ways of working and measuring our progress. How we work together? Membership rights and responsibilities Communicating about what we are all doing Networks of People, each with approx 33 people receiving 2200 hours of support per week 90 staff and managers (1 Registered Manager) 15 to 20 actively involved family members 10 Local Authority care management staff 39

40 How do we use staffing and things? 12 to 18 months Do we need help from Social Services or other agencies? Can the Consortium help by changing policy or providing extra support? What needs to change? Can people organise with each other? How do we use staffing & things? Only doing the things that matter? Simple ways of working and measuring our progress. Can the network use it s staff and things differently? 40

41 What matters to us a new way of organising together What matters to me? What do I like to do? What can I contribute? What support do I get? What matters to us? What do we want? What is missing? What can we organise together? What can we share? How do we use staffing & things? Only doing the things that matter? Simple ways of working and measuring our progress. How we work together? Membership rights and responsibilities Communicating about what we are all doing Networks of People, each with approx 33 people receiving 2200 hours of support per week 90 staff and managers (1 Registered Manager) 15 to 20 actively involved family members 10 Local Authority care management staff 41

42 How we work together? 18 to 24 months Support needed from Consortium & Local Authority Measures of progress Ways of communicating between it s members Purpose, identity and the way it will run. How we work together? Membership rights and responsibilities Communicating about what we are all doing Each Network will agree its own 42

43 What Matters to Us progress so far The Networks are coming to the end of phase 1 They are holding large events to share: Things that matter to them Things they can do for each other Moving into phase 2 Individuals are thinking about how they can pool staff. Organise events to build their confidence. Dealing with cuts to services they receive. 43

44 Future vision - revisited *Sense of personal development *Cooperation around shared needs and personal interests. *Significant rationing of personal support. *Pulling together not falling apart. *Relying on shared financial and social resources. *Rewarding contribution and punishing freeloading. *Comradery in troubled times. What matters to me demand led design minimising waste, greater intrinsic motivation Time 2 Meet we are all assets in the system, building confidence, sharing power What Matters to Us Helping people to be prepared to pool support and things like transport. Building a sense of identity and common purpose Time & skills become currencies alongside money People are already holding each other to account for the contribution they make. People are more prepared to campaign together. 44

45 Questions and discussion Do you have any questions about this case study? Does this case study have wider relevance for your work or organisation? 45