Presentation to SCOVO conference in Edinburgh on how to introduce radical reform.

1. Overcoming the
barriers to change
OR
Going with the Curve of Technological Diffusion
by Dr Simon Duffy of e Centre for Welfare Reform,
for Scotland’s ird Sector: Making Change Happen.
Edinburgh 26th May 2011

2. An Englishman in Scotland
• Lived in Edinburgh
• Worked across Scotland
• Married at St Giles
• Son born in Edinburgh
• Degree and Doctorate
from Edinburgh
University...

3. An Englishman in Scotland
• Lived in Edinburgh
• Worked across Scotland
• Married at St Giles
• Son born in Edinburgh
• Degree and Doctorate
from Edinburgh
University...
inspired by the notion of
equal citizenship for

4. “Above all, I think the idea of
citizenship should remain at the
centre of modern political
debates about social and
economic arrangements.
“e concept of a citizen is that
of a person who can hold their
head high and participate fully
and with dignity in the life of
their society.”
Professor Jeremy Waldron

5. in pursuit of

6. in pursuit of
• created “Individual
Budgets” in 1996 at
Inclusion Glasgow

7. in pursuit of
• created “Individual
Budgets” in 1996 at
Inclusion Glasgow
• created “Self-Directed
Support” in North
Lanarkshire in 2000

8. in pursuit of
• created “Individual
Budgets” in 1996 at
Inclusion Glasgow
• created “Self-Directed
Support” in North
Lanarkshire in 2000
• led In Control from 2003 to
2009 to implement these
ideas in England

9. in pursuit of
• created “Individual
Budgets” in 1996 at
Inclusion Glasgow
• created “Self-Directed
Support” in North
Lanarkshire in 2000
• led In Control from 2003 to
2009 to implement these
ideas in England
• Set up e Centre for
Welfare Reform in 2009

11. Technology

12. Technology
...as a model for change

14. How much did you pay for your first DVD
player?

15. >£500
How much did you pay for your first DVD
player?

16. £500-20
>£500
0
How much did you pay for your first DVD
player?

17. £500-20
>£500 <£200
0
How much did you pay for your first DVD
player?

18. £500-20
>£500 <£200 never
0
How much did you pay for your first DVD
player?

20. Different people...

21. Different people...
...respond differently to

23. AND success is not

24. AND success is not
...most innovations fail or

25. Inclusion Glasgow - 1996
• 50 people escaped Lennox Castle Hospital
• Individual Budgets used to create individually
designed services
• People had their own homes, support assistants &
budget
• Better outcomes - no more money
• Working with the most challenging people
• Created many new organisations: Altrum,
Neighbourhood Networks, C-Change, Partners etc.

26. Inclusion Glasgow - 1996
• 50 people escaped Lennox Castle Hospital
• Individual Budgets used to create individually
designed services
• People had their own homes, support assistants &
budget
• Better outcomes - no more money
• Working with the most challenging people
• Created many new organisations: Altrum,
Neighbourhood Networks, C-Change, Partners etc.
still what I am most

28. which led to In Control...

29. which led to In Control...
2003 - Phase 1 - a small pilot project to test Individual
Budgets and Self-Directed Support...

30. which led to In Control...
2003 - Phase 1 - a small pilot project to test Individual
Budgets and Self-Directed Support...
2005 - Phase 2 - Government funds Individual Budget
Pilot Programme to research Individual Budgets...

31. which led to In Control...
2003 - Phase 1 - a small pilot project to test Individual
Budgets and Self-Directed Support...
2005 - Phase 2 - Government funds Individual Budget
Pilot Programme to research Individual Budgets...
2007 - Phase 3 - Government publishes Putting People
First and fully commits itself to personalisation...

32. which led to In Control...
2003 - Phase 1 - a small pilot project to test Individual
Budgets and Self-Directed Support...
2005 - Phase 2 - Government funds Individual Budget
Pilot Programme to research Individual Budgets...
2007 - Phase 3 - Government publishes Putting People
First and fully commits itself to personalisation...
2013 - Phase 4 - Government fully expects all adults
social care to be delivered through Individual Budgets.

33. which led to In Control...
2003 - Phase 1 - a small pilot project to test Individual
Budgets and Self-Directed Support...
2005 - Phase 2 - Government funds Individual Budget
Pilot Programme to research Individual Budgets...
2007 - Phase 3 - Government publishes Putting People
First and fully commits itself to personalisation...
2013 - Phase 4 - Government fully expects all adults
social care to be delivered through Individual Budgets.
...the official story

34. Lots of luck...
• A junior minister who had worked in social care
• ink tanks of Le and Right adapting the ideas to
their own ideologies
• e New Labour government desperate for some real
‘New Labour’ reforms
• A small cohort of local authority leaders who
happened to have influence at the critical point
• ‘Secret help’ from junior civil servants
• and hard work & innovation to overcome resistance

35. And, much was achieved
• Individual control now
seen as a right
• Flexibility & creativity seen
as a good thing
• Block contracts seen as
problematic
• We understand the phrase
“life not services”
• System has a little more
humility about its role

36. Lesson 1:
Make it
• An idea to believe in...
• Backers who “want to do something good before I
leave” because “social care is broken...”
• A team committed to making it work (1 WTE)
• Willingness to learn - its not ‘implementing a model’ -
its making something that really works

37. Lesson 1:
Make it
• An idea to believe in...
• Backers who “want to do something good before I
leave” because “social care is broken...”
• A team committed to making it work (1 WTE)
• Willingness to learn - its not ‘implementing a model’ -
its making something that really works
change will not
begin until there is

38. Self-Directed Support was the model
Individual Budgets
just one
component

40. Lesson 2:
Make it easy to join in
• Social marketing and branding partnership business
model
• Internet, Open Source, accessible materials
• Low-cost membership model
• Permissive and flexible
• Open system for ‘counting success’

41. Lesson 2:
Make it easy to join in
• Social marketing and branding partnership business
model
• Internet, Open Source, accessible materials
• Low-cost membership model
• Permissive and flexible
• Open system for ‘counting success’
change will not grow
until change is

43. Compare with Individual
Budget Pilot Programme
• £10 million government funding
• 13 pilot sites - criteria included ‘poor performers’
• Multiple models of IBs - but data pooled
• In Control instructed to stop using the term
‘Individual Budget’ - hence ‘Personal Budget’
• Enormous delivery problems
• Additional impossible challenge of integrating
central funding streams

44. Lesson 3:
Make it easy to do
• Gather evidence, publishing report
• Improve the technology
• Increase scale and scope of innovation
• Build alliances for change

45. Lesson 3:
Make it easy to do
• Gather evidence, publishing report
• Improve the technology
• Increase scale and scope of innovation
• Build alliances for change
change will not be
normal until change is

46. Reverse the
...from push... to pull

47. Lesson 4:
Don’t make it
• Targets - lead to corruption of the goal
• Extra funding - leads to waste, inefficiency and
reduced understanding
• Policy and Regulations - leads to incoherence with
existing law and policy
• New burdens for front-line - poor implementation

48. Lesson 4:
Don’t make it
• Targets - lead to corruption of the goal
• Extra funding - leads to waste, inefficiency and
reduced understanding
• Policy and Regulations - leads to incoherence with
existing law and policy
• New burdens for front-line - poor implementation
make it attractive and
effective before making it

49. Challenges in England...
• Not enough good practice on the ground before
government began to dictate good practice
• Process for giving individual budgets is now in a
mess - too complex and possibly illegal
• Most budgets are not real - people not in control
and resources are not used flexibly
• Past its ‘sell-by-date’ for the Whitehall village
• Muddled up with the massive cuts to local spending
- personalisation is now a local problem

51. Weaker incentives for

52. Weaker incentives for
...bigger barriers to change

53. The social innovation
1. Really listen - innovators will be your most
passionate advocates for getting it right
2. Create organisational places for innovators to
flourish - but avoid spending money on innovation
3. Reduce policy - Granddad doesn’t define ‘cool’
4. Reward - respect is your most powerful currency
5. Make innovation legal - don’t dictate processes -
process is the stuff of innovation - define rights
6. Allow citizens, organisation and local communities
the authority to innovate
7. Expect innovation as part of citizenship

54. e ird Sector is essential
to a Fair Society:
it is the best place for
exercising our active
citizenship, it is the natural
home of social innovation.

55. e ird Sector is essential
to a Fair Society:
it is the best place for
exercising our active
citizenship, it is the natural
home of social innovation.
www.campaignforafairsociety.o
rg

56. The Centre for Welfare Reform
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Parkway Business Park
Sheffield, S9 4WG
T +44 114 251 1790 | M +44
7729 7729 41
admin@centreforwelfarereform.org
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