(174) barriers to change (may 2011)

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

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  • (174) barriers to change (may 2011)

    1. 1. Overcoming thebarriers to changeORGoing with the Curve of Technological Diffusionby Dr Simon Duffy of e Centre for Welfare Reform,for Scotland’s ird Sector: Making Change Happen.Edinburgh 26th May 2011
    2. 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. 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. 4. “Above all, I think the idea ofcitizenship should remain at thecentre of modern politicaldebates about social andeconomic arrangements.“e concept of a citizen is thatof a person who can hold theirhead high and participate fullyand with dignity in the life oftheir society.”Professor Jeremy Waldron
    5. 5. in pursuit of
    6. 6. in pursuit of• created “Individual Budgets” in 1996 at Inclusion Glasgow
    7. 7. in pursuit of• created “Individual Budgets” in 1996 at Inclusion Glasgow• created “Self-Directed Support” in North Lanarkshire in 2000
    8. 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. 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
    10. 10. Technology
    11. 11. Technology ...as a model for change
    12. 12. How much did you pay for your first DVD player?
    13. 13. >£500How much did you pay for your first DVD player?
    14. 14. £500-20 >£500 0How much did you pay for your first DVD player?
    15. 15. £500-20 >£500 <£200 0How much did you pay for your first DVD player?
    16. 16. £500-20 >£500 <£200 never 0How much did you pay for your first DVD player?
    17. 17. Different people...
    18. 18. Different people... ...respond differently to
    19. 19. AND success is not
    20. 20. AND success is not ...most innovations fail or
    21. 21. 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.
    22. 22. 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
    23. 23. which led to In Control...
    24. 24. which led to In Control...2003 - Phase 1 - a small pilot project to test IndividualBudgets and Self-Directed Support...
    25. 25. which led to In Control...2003 - Phase 1 - a small pilot project to test IndividualBudgets and Self-Directed Support...2005 - Phase 2 - Government funds Individual BudgetPilot Programme to research Individual Budgets...
    26. 26. which led to In Control...2003 - Phase 1 - a small pilot project to test IndividualBudgets and Self-Directed Support...2005 - Phase 2 - Government funds Individual BudgetPilot Programme to research Individual Budgets...2007 - Phase 3 - Government publishes Putting PeopleFirst and fully commits itself to personalisation...
    27. 27. which led to In Control...2003 - Phase 1 - a small pilot project to test IndividualBudgets and Self-Directed Support...2005 - Phase 2 - Government funds Individual BudgetPilot Programme to research Individual Budgets...2007 - Phase 3 - Government publishes Putting PeopleFirst and fully commits itself to personalisation...2013 - Phase 4 - Government fully expects all adultssocial care to be delivered through Individual Budgets.
    28. 28. which led to In Control...2003 - Phase 1 - a small pilot project to test IndividualBudgets and Self-Directed Support...2005 - Phase 2 - Government funds Individual BudgetPilot Programme to research Individual Budgets...2007 - Phase 3 - Government publishes Putting PeopleFirst and fully commits itself to personalisation...2013 - Phase 4 - Government fully expects all adultssocial care to be delivered through Individual Budgets. ...the official story
    29. 29. 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
    30. 30. 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
    31. 31. 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
    32. 32. 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
    33. 33. Self-Directed Support was the modelIndividual Budgets just one component
    34. 34. 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’
    35. 35. 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
    36. 36. Compare with IndividualBudget 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
    37. 37. Lesson 3:Make it easy to do• Gather evidence, publishing report• Improve the technology• Increase scale and scope of innovation• Build alliances for change
    38. 38. 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
    39. 39. Reverse the ...from push... to pull
    40. 40. 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
    41. 41. 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
    42. 42. 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
    43. 43. Weaker incentives for
    44. 44. Weaker incentives for ...bigger barriers to change
    45. 45. The social innovation1. Really listen - innovators will be your most passionate advocates for getting it right2. Create organisational places for innovators to flourish - but avoid spending money on innovation3. Reduce policy - Granddad doesn’t define ‘cool’4. Reward - respect is your most powerful currency5. Make innovation legal - don’t dictate processes - process is the stuff of innovation - define rights6. Allow citizens, organisation and local communities the authority to innovate7. Expect innovation as part of citizenship
    46. 46. e ird Sector is essential to a Fair Society: it is the best place for exercising our activecitizenship, it is the naturalhome of social innovation.
    47. 47. 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
    48. 48. The Centre for Welfare ReformThe Quadrant, 99 Parkway Avenue,Parkway Business ParkSheffield, S9 4WGT +44 114 251 1790 | M +447729 7729 41admin@centreforwelfarereform.orgGet a free subscription at:© Simon Duffy. Rights Reserved. Full copyright details at www.centreforwelfarereform.org

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