A workshop I held in New Zealand in November 16 - hosted by Manawanui with Avivo.
A topic that I'm keen to explore further - are Support Providers simple suppliers or organisations supporting Community?
2. • Explore the context of market place economics
and human services
• Explore Providers potential contribution to
Community
• Propose what Support Providers might consider
going into the future
2
Overview
4. • Economic context – consumerism
• Market place economics - supply and demand
• NDIA – regulator of the market place via price
setting, service options and compliance
• Do better on less
• ‘Do or die’ – consumers will choose
4
Are Providers simple suppliers?
10. Service Land
• The systems offer can isolate people from their peers, families
and community connections
• Services may be in the community, but don’t draw on it’s resources
• People’s ‘label’ or deficit becomes the most important thing,
not their capacities and resources (their real wealth)
• Power and autonomy - There is a tendency for staff to take over
decision-making and to make the rules
• People’s needs are seen through the service ‘frame’ and service
solutions become the only solutions.
Building centred, system centred, service centred NOT person centred
11. Service solutions become the solutions
• Placements – Young people
• Care Homes – Older people
• Day Centers – People with a disability or mental ill health
• Groups homes – people with intellectual disabilities
• Programs not allocation of resources
The flow of money drives the solutions and people try to
make them work best they can
13. ‘Prescriptions instead of plans’
We want facilitators of thinking -
exploration, possibility and design
14. • People and families do not want simple
standard supply
• Individually tailored, co-designed
supports that make sense for them in
their own context, in their own
communities and in way that builds their
own capacity and connection
• Supports with a partner of their choice; in
a relationship that is respectful and in the
hope that this partnership will evolve
flexibly over time
14
My experience and partnerships tell me…
15. • ‘what’s on the plan is what we deliver’.
• UK experience - energy, effort and
money to move money into the hands
and control of people and families
• An individual allocation of money does
not result in the right things on offer to
buy
• Poor design impacts on the outcomes
experienced by people
15
Moving money for what outcome?
16. • Find their sense of purpose,
• Have the freedom and support to pursue it,
• Have enough money to be free
• Having a home where we belong
• Getting help from others we choose
• Making a life in the community
• Finding love and relationships that matter
This cannot possibly be delivered by the NDIS or any other resource
allocation system alone
16
Our ‘business’ is not supply, its
supporting Citizenship
17. • Shared Management
• Partnerships with other organisations and
networks that support citizenship
• Genuine investment in the workforce
beyond suppliers
• Community Networks
17
If our business is supporting
citizenship…
19. OVERVIEW
Money to Agency
Employer / Purchaser
All management
responsibilities
Contractual
relationship is with the
Agency
Money to approved
Partner
Person manage day to
day support
Responsibility is shared
Contractual
relationship with
partner – based on a
partnership agreement
Money to Person
Employer or Purchaser
All management
responsibilities
Contractual
relationship is with the
person
20. A partnership
• Design
• Set Up & Establish
• Management
• Development
• Monitoring
• Acquittal & Accountability
21. • Share Manages with Avivo to direct and
manage most aspects of his wife's
support
‘shared management works for us because
we are not controlled but we are not alone’
• Avivo supports over 1000 older people to
direct their supports. Third of this
population share manage
Robert
Robert
‘
22. Incentives
• UK Management Options
- Choice & Control
- Economic benefits – individual and Government level
• WA Management Options
- Choice & Control
- Economic benefits – addition / negotiation
• Early data suggests a reduction of overall costs over time – more control
& better outcomes
24. • Supports 3000 people across
Western Australia
- People with a disability
- People who experience mental
ill health
- People who are older and or frail
- Largest Shared Management
partner in WA
- ‘what makes sense to you’
[Presentation headline]24
Avivo
26. • Focused on supporting citizenship and inclusion
• Investment to develop
• Shared learning on what it takes to really include people – starter kit
and sweet skills
• Hugely successful for people and support staff (and their families)
• Barriers – ‘they are our people, that’s our job!’
A partnership
27. • Supporting people across Perth
• Support staff disconnected and with
the least autonomy in the organisation
• Avivo ‘on community, not with
community’
• Local, local, local - Communities need
resources and people who can
mobilize others
• Investment in communities and in the
workforce
27
Community Networks
29. Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Network of local
teams
Home and
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y Worker
Home and
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Home and
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Wellness
Network
30. Dedicated teams for people
Personal
Assistant/Advisor
Bob’s team A
Mary’s team B
Julie’s team C
John’s team DTravis’s team E
Erin’s team
Doris's team G
31. Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Mental
Health
worker
Network of local
teams
Home and
Communit
y Worker
Home and
Communit
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Home and
Communit
y Worker
Home and
Communit
y Worker
Home and
Communit
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Home and
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Home
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nity
Worker
Personal
Assistant/Advisor
Customer
team A
Customer
team B
Customer
team C
Customer
team D
Customer
team E
Customer
team F
Customer
team G
Customer
team H
Customer
team I
Customer
team J
32. • Trusting in your relationships
with people and the community
• Autonomous networks – focus
on decision making close to
people and the networks
• Salaried staff – good terms and
conditions
• Focus is not on delivery but
connection for themselves and
the people they serve
32
Investment in support staff &
communities
33. • Shared Management
• Partnerships with other organisations and
networks that support citizenship
• Genuine investment in the workforce
beyond suppliers
• Community Networks
• All kinds of social innovations -
resource for Communities
33
If our business is supporting
citizenship…
35. • All roles move from paternalism to
partnership
• Develop a deep understanding that
people are the experts of their own lives
• A partnership has benefits for both parties
People and communities
Employees and Organisations
35
Promote an understanding of Citizenship
across the organisation
36. • People and families are the best Advisors
• Trusting people to make decisions in
partnership with people and families
• The organisation needs to not get in the
way, but facilitate and support
• Support Staff who work in their local
community are working on an asset for
themselves and their families
36
Co-design, co-production or simply
working together?
37. • Investing in and supporting peer to peer
connection
• Routinely asking, ‘would you be willing to
share your experience with one other
person, if we thought it might benefit
them?’
37
Facilitating and supporting peer support
38. • Self directed support can increase
accountability
• Partnerships offer a platform for
accountability in action
• Accountability offers strength to people
and families
• Opportunity to find a new partner, new
organisation based on what we hold each
other accountable for
38
Accountability
39. • Our context can push us in a direction that may not be where we had
hoped to travel
• More of the same will have minimal results and impact
• Courage and integrity in how we work with people and how we work
with Governments is needed
39
Creativity
Rich connections and serious input into communities –
Community events
Active role community development
Avivo network events to support connection and capacity building
What do I see that’s working well?
– The need for Organisations to be creative is so important, for many people a life time of traditional supports have provided the evidence that more of the same will have minimal positive results. Creative solutions require the confidence to lack certainty and the need to really understand the person and what they see as important. This in itself takes a different level of courage and integrity in how we work alongside people.