ECDP presentation to Minister for Disabled People, July 2010

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A copy of the presentation ECDP is giving as part of a visit of the Minister for Disabled People, Maria Miller MP, to ECDP on 20 July 2010.

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ECDP presentation to Minister for Disabled People, July 2010

  1. 1. <ul><li>The role and influence of ECDP as a disabled people’s organisation </li></ul><ul><li>Visit of Maria Miller MP, Minister for Disabled People </li></ul><ul><li>16 July 2010 </li></ul><ul><li>Mike Adams, Chief Executive Officer </li></ul><ul><li>Rich Watts. Director of Policy and Development </li></ul>
  2. 2. ECDP: key facts <ul><li>Established in 1995 </li></ul><ul><li>47 staff, nearly £1.9m turnover </li></ul><ul><ul><li>65%-25%-10% mix </li></ul></ul><ul><li>100% Board Members with a self-declared impairment </li></ul><ul><li>Over 3,800 clients in 3 services across 4 local authority areas </li></ul><ul><ul><li>IAG, Support Planning, Payroll </li></ul></ul><ul><li>1,570 members </li></ul><ul><ul><li>21.6% have a learning disability </li></ul></ul><ul><ul><li>6.8% have a long-term health condition </li></ul></ul><ul><ul><li>5.2% have a mental health condition </li></ul></ul><ul><li>Nearly 100 volunteers </li></ul>
  3. 3. Our Voice–Business Model Voice Business - + + 0 Campaigning Contracts only
  4. 4. Voice-business in practice (1) <ul><li>Support planning operating model </li></ul><ul><ul><li>Quality measures identified and developed by service users </li></ul></ul><ul><ul><li>Contract specification based on quality measures </li></ul></ul><ul><ul><li>Peer-led delivery through ECDP </li></ul></ul><ul><ul><li>Results: </li></ul></ul><ul><ul><ul><li>16% of LA support plans = cash payment </li></ul></ul></ul><ul><ul><ul><li>100% of ECDP support plans = cash payment </li></ul></ul></ul><ul><li>Safeguarding </li></ul><ul><ul><li>93% of social workers think CRB checks for PAs should be mandatory </li></ul></ul><ul><ul><li>2.5% of ECDP service users undertake free CRB checks of PAs </li></ul></ul><ul><ul><li>Implications for workforce development and regulation </li></ul></ul>
  5. 5. Voice-business in practice (2) <ul><li>Right to Control </li></ul><ul><ul><li>Engagement and consultation phase </li></ul></ul><ul><ul><li>Bid development in co-production with statutory partners </li></ul></ul><ul><ul><li>SUs at every level of project governance </li></ul></ul><ul><ul><ul><li>Chair of Programme Board </li></ul></ul></ul><ul><ul><ul><li>Service User Reference Group </li></ul></ul></ul><ul><ul><ul><li>Member of Core Delivery Team </li></ul></ul></ul><ul><ul><li>Trailblazer delivery </li></ul></ul><ul><ul><ul><li>Peer-led IAG </li></ul></ul></ul><ul><ul><ul><li>Peer-led support planning </li></ul></ul></ul><ul><ul><ul><li>Peer-led reviews </li></ul></ul></ul>
  6. 6. Voice-business in practice (3a) <ul><li>3-year longitudinal study </li></ul><ul><ul><li>Two overall aims: </li></ul></ul><ul><ul><ul><li>Understand impact of Personal Budgets on service user experiences </li></ul></ul></ul><ul><ul><ul><li>Gather evidence on effectiveness of practices and processes that underpin implementation </li></ul></ul></ul><ul><ul><li>Participants </li></ul></ul><ul><ul><ul><li>46 service users (25 OP, 13 PSI, 8 LD) </li></ul></ul></ul><ul><ul><ul><li>9 senior LA managers (Practitioners, OTs, Service Managers, Social Workers) </li></ul></ul></ul><ul><ul><ul><li>10 service providers </li></ul></ul></ul>
  7. 7. Voice-business in practice (3b) <ul><li>Findings from service users (demand-side) </li></ul><ul><ul><li>Family and social networks vital for support </li></ul></ul><ul><ul><ul><li>Network => take-up of PB </li></ul></ul></ul><ul><ul><ul><li>PB => enabler of networks </li></ul></ul></ul><ul><ul><li>Finding services </li></ul></ul><ul><ul><ul><li>Quality assurance of providers a key issue </li></ul></ul></ul><ul><ul><ul><li>Knowledge of market limited </li></ul></ul></ul><ul><ul><li>Personal skills vital to success </li></ul></ul><ul><ul><ul><li>Confidence, assertiveness and flexibility </li></ul></ul></ul><ul><ul><li>Frontline staff crucial to choices available </li></ul></ul><ul><ul><ul><li>But… </li></ul></ul></ul>
  8. 8. Voice-business in practice (3c) <ul><li>Frontline staff </li></ul><ul><ul><li>Variation in engagement with choice </li></ul></ul><ul><ul><ul><li>Some evidence of judgments being made prior to offering choice </li></ul></ul></ul><ul><ul><ul><li>When SW confident, good outcomes follow </li></ul></ul></ul><ul><li>Suppliers </li></ul><ul><ul><li>Generally positive, good business opportunity </li></ul></ul><ul><ul><li>Attitudes strongly informed response </li></ul></ul><ul><ul><ul><li>PSI thought of as “suitable” for PBs </li></ul></ul></ul><ul><ul><ul><li>OP / LD thought of as “less suitable” for PBs </li></ul></ul></ul><ul><ul><li>Double standards over formal/informal workforce </li></ul></ul><ul><ul><li>Information asymmetry </li></ul></ul><ul><ul><li>… Slightly more than less providers proactively adapting to PBs </li></ul></ul>
  9. 9. Prevention and early intervention <ul><li>Enhance = support and improve </li></ul>2008 4-year strategy (2012) 10-year strategy (2012)
  10. 10. Our ambitions <ul><li>Achieving prevention and early intervention </li></ul><ul><ul><li>Lived Experience as a pathway / means of opportunity </li></ul></ul><ul><ul><li>“ The PB holders of today are the support planners of tomorrow” </li></ul></ul><ul><li>Expanding demand-side of the market </li></ul><ul><ul><li>People with rights under disability law </li></ul></ul><ul><ul><li>Approximately 11m people (1 in 5) </li></ul></ul><ul><ul><li>All impairment groups </li></ul></ul><ul><ul><li>Older people </li></ul></ul><ul><li>Joining up policy dots on the ground </li></ul><ul><ul><li>Right to Control (Employment, Housing, Social Care) </li></ul></ul><ul><ul><li>Health and social care (potentially through HealthWatch) </li></ul></ul><ul><ul><li>Leadership and Service Leavers (through our LeadingAbility programme) </li></ul></ul>

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