International learning on Self-Directed Support
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Self-directed support has been developing since the 1960s - there is a long way still to go - here are some thoughts about lessons so far from around the world.
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Self-Directed Support - International Learning
There are several myths about self-directed support and what makes it work effectively. This talk was for the Ministry of Health team and their partners and it tries to seperate out the myths from the helpful features of a new system.
Intentional Innovation
From the Ontario Trillium Foundation 2009 Professional Development Conference
According to a recent Kellogg Foundation report, if an organization builds a culture that systematically supports innovation, the ideas will come. The key is to be deliberate, open to ideas from anywhere, comfortable with unpredictability, and generous in sharing learnings – all great approaches to building a social infrastructure for youth organizing and engagement in Ontario. Young people are already making significant contributions to their communities, and now is the time to sustain and increase that activity.
In March 2009, OTF partnered with the Laidlaw Foundation and Tides Canada to create the conditions that would allow youth-led and youth-serving organizations to connect with each other, share resources and develop new knowledge and practices. 50 young people from diverse sectors and groups agreed on the need for a coordinated provincial model, but where they go from there is deliberately unplanned. No required changes have been identified up front, and no expected outcomes have been proposed. The only certainty is that a strong foundation is being built for future generations. Work through a fascinating case study on this unique process to find out more about:
- the five stages of intentional innovation;
- thinking big and trusting to “wisdom of crowds”;
- the definition of a social infrastructure; and
- the kind of supports needed by youth to strengthen their work
Presenters:
Abe Drennan, Program Director, The Switch Yard Centre
Arti Freeman, OTF Program Manager, Province-Wide,
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Self-Directed Support - International Learning
There are several myths about self-directed support and what makes it work effectively. This talk was for the Ministry of Health team and their partners and it tries to seperate out the myths from the helpful features of a new system.
Intentional Innovation
From the Ontario Trillium Foundation 2009 Professional Development Conference
According to a recent Kellogg Foundation report, if an organization builds a culture that systematically supports innovation, the ideas will come. The key is to be deliberate, open to ideas from anywhere, comfortable with unpredictability, and generous in sharing learnings – all great approaches to building a social infrastructure for youth organizing and engagement in Ontario. Young people are already making significant contributions to their communities, and now is the time to sustain and increase that activity.
In March 2009, OTF partnered with the Laidlaw Foundation and Tides Canada to create the conditions that would allow youth-led and youth-serving organizations to connect with each other, share resources and develop new knowledge and practices. 50 young people from diverse sectors and groups agreed on the need for a coordinated provincial model, but where they go from there is deliberately unplanned. No required changes have been identified up front, and no expected outcomes have been proposed. The only certainty is that a strong foundation is being built for future generations. Work through a fascinating case study on this unique process to find out more about:
- the five stages of intentional innovation;
- thinking big and trusting to “wisdom of crowds”;
- the definition of a social infrastructure; and
- the kind of supports needed by youth to strengthen their work
Presenters:
Abe Drennan, Program Director, The Switch Yard Centre
Arti Freeman, OTF Program Manager, Province-Wide,
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Catherine Howe discusses the need for complex solutions to address climate change and engaging communities in sustainable behavior change. She proposes developing a Renewable Infrastructure Framework (RIF) that would provide a baseline of renewable energy potential, estimate investment opportunities, and practical steps for infrastructure delivery through a collaborative network. The goal of the RIF is to establish a common evidence base, unlock investment, and create a structure to advance this complex, long-term work through building trust and involving diverse stakeholders over time.
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This document outlines the concept of self-directed support, which gives individuals more control over their support and assistance. It discusses the history and principles of self-directed support, including the importance of individual rights, flexibility, clarity, and community involvement. Research shows self-directed support can improve people's lives while potentially reducing costs. The document proposes creating a European network to promote self-directed support principles and share best practices between countries in order to strengthen individual rights and inclusion.
Exploring the Reality of Self-Directed Support
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2) Financial markets play an important role in risk management by providing liquidity buffers through deposits and credit to help agents access funds during difficult times. They also provide insurance.
3) With well-functioning financial markets, agents are more able to take risks and access opportunities through external funding, as seen with early Microsoft. However, financial repression through uncertain property rights and credit rationing can limit entrepreneurship and trap populations in poverty.
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This document discusses how those trying to solve systemic problems and crises are often looking in the wrong places and asking the wrong questions. It notes that innovative responses often come from "the edge" rather than the center, where most resources and established organizations are located. The document introduces Edgeryders as an organization that works with a global community to harness collective intelligence and help clients address complex challenges in new ways through an "open consultancy" model rather than traditional consulting.
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- The humanitarian response system is outdated and in need of disruption to address current challenges and leverage new technologies.
- Connectivity, mobile phones, social media, and digital volunteers have transformed the information landscape but humanitarian organizations have been slow to adapt.
- New approaches are needed that empower local communities, leverage digital tools, supplement local capacity rather than replace it, and develop sustainable and scalable solutions instead of one-off projects. Silicon Valley models of innovation and funding could be applied to drive disruption in humanitarian response.
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The document discusses building a cohesive society through strengthening relationships between people, politics, and the economy. It argues that democracy requires compromise, which only occurs when there is trust in institutions and a sense of shared interests. Currently, economic, social and technological trends are weakening these relationships. The solution is "humble policymaking" that develops society's ability to handle problems and makes policy decisions with, not just for, people. This can be achieved through principles of connection, community and continuity - fostering transparency, participation and social networks to build strong relationships between citizens and their government.
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A presentation given in Taiwan on how technology is affecting the field of disaster management.
Smart use of technology is disrupting the way we prepare for, respond to, and recover from disasters. Ever increasing computing power allows for more complex prediction and forecasting to be done, enabling better early warning systems to be developed. Human and electronic sensors are now able to provide disaster managers with information about the situation on the ground in the immediate aftermath of a disaster. Explosive growth in mobile phone ownership also enables citizens to become active participants in the disaster response process instead of being simply receivers of assistance. Social networks and mobile platforms allow communities to coordinate their own response and recovery effort, often faster and more efficient than the government can. In this session, we will discuss how we disaster managers can harness these changes instead of fearing them.
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A talk given by Dr Simon Duffy to commissioners and service providers in Birmingham on 11th November 2015. the talk outlines a strategy to grow trust between providers and commissioners and extend the personalisation options available to local people.
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2. It has five key elements: a common agenda, shared measurement, mutually reinforcing activities, continuous communication, and a backbone organization.
3. Collective impact has been applied successfully to issues like education, health, economic development, and more. It requires shifts in mindsets from technical solutions to adaptive solutions and a focus on relationships in addition to evidence.
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International learning on Self-Directed Support
- 2. Self-Directed Support • It is not new - it has been growing since the 1960s. • It can be found in lots of places around the world. • It has been successful, but slow to grow. • It creates new opportunities and new risks.
- 3. Sami Helle at European Parliament, November 2013 “We are obliged to surrender to the will of the strong. Big companies, cities and municipalities decide what is best for us. This is about power. Why do I feel a lack of power in my own life?”
- 4. Research • Positive outcomes (often) negative outcomes (never) • Can cost less, can cost more • Tends to increase demand • Design matters - there are big differences between different systems
- 6. English data 2003-2005, first In Control pilot
- 14. Design Matters 1. Rights - secure foundations 2. Control - person focused 3. Clarity - transparent 4. Flexibility - high in options 5. Ease of use - low in burdens 6. Community - connectivity 7. Sustainability - evolving
- 15. 1. Rights
- 16. Support should not be a professional gift - it should be an entitlement
- 17. The government money fallacy it can’t always be government money: where did government get it from?
- 18. 2. Control
- 19. The right person must have responsibility - control as close to the person as possible
- 20. Needs are met - but met in ways that are shaped by the person.
- 21. 3. Clarity
- 22. Systems ration resources in different ways ! 1.by responding to crises or requests 2.by creating waiting lists for places 3.by professional assessment 4.by public rules for entitlements 5.by negotiation
- 24. Clarity about money seems to improve how people plan and how willing the system is to provide flexibility. But it can be corrupted.
- 25. 4. Flexibility
- 26. Flexible funding helps promote greater community involvement
- 28. 5. Easy to use
- 29. Resistance to innovation often leads to increases in complexity.
- 30. • Big support plans • Complex resource assessments • Lengthy processes for review and decisions • Intrusive bureaucracy and monitoring • Multiple and conflicting funding streams • Weak incentives to take control • Regulations and inspections
- 32. 6. Community
- 33. Self-directed support seeks to move money into community - in different ways.
- 34. This includes how people take control.
- 35. • Best support there is • A flexible concept • Facilitation is key • Evolving • NOT commissioned
- 37. Self-directed support demands a new way of managing - NOT the middle
- 38. Its about citizenship - NOT services
- 39. For more information: ! Web: www.centreforwelfarereform.org ! Twitter: @CforWR and @simonjduffy ! Blog: www.simonduffy.info ! Facebook: centreforwelfarereform ! Campaign: www.campaignforafairsociety.org © Simon Duffy. Rights Reserved. Full copyright details at www.centreforwelfarereform.org