Are we Support Providers or Community Organisations? Kate Fulton nov 16
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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?
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Are we Support Providers or Community Organisations? Kate Fulton nov 16
- 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
- 3. The world according to me – Kate Fulton
- 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?
- 5. Tension Consumerism Social Justice NDIS Citizenship
- 6. National Disability Insurance Scheme Australia Line Item $$ Agreed Plan • Outcomes • Strategies = Budget Planning Shopping Reasonable & necessary
- 8. Service Land
- 9. Work Colleagues Money Home Neighbours Pets Friends Hobbies Parties Being ME! Love Marriage College Special Bus Special Swimming Special College Courses Special homes Special Schools Day Centres
- 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
- 23. Partnerships with people who know what they are doing Providers should not be doing it all 23
- 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
- 25. 25 Befriend A social networking community We are ‘Includers’ with a mission to sweeten your social life! 5000 members connecting socially across Perth, WA
- 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
- 28. Avivo Neighbourhood Network Support Workers Support Worker Support Worker Support Worker Support Worker Support Worker Support Worker Home and Communit y Worker Local Self managing teams with responsibility for supporting people in their network The focus • People and their relationships • The resources of the community • Investment in the community
- 29. 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 y Worker Home and Communit y Worker Home and Communit y Worker Home and Communit y Worker Home and Communit y Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity WorkerHome and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker 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 y Worker Home and Communit y Worker Home and Communit y Worker Home and Communit y Worker Home and Communit y Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity WorkerHome and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Comm unity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu nity Worker Home and Commu 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…
- 34. What can we do? Working with community not on it [Presentation headline]34
- 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
- 40. www.avivo.org.au Kate.fulton@avivo.org.au [Presentation headline]40 Stay in touch with Avivo
- 41. 41
Editor's Notes
- 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.