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Support Provider or Community Organisation? Kate Fulton
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• 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
Overview
The world according to me – Kate Fulton
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• 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
Are Providers simple suppliers?
Tension
Consumerism Social Justice
NDIS Citizenship
National Disability Insurance Scheme Australia
Line Item $$
Agreed Plan• Outcomes• Strategies
= Budget
Planning
Sho
ppin
g
Reasonable & necessary
Human Services
Service Land
WorkColleague
sMoney
HomeNeighbours
Pets
FriendsHobbies
Parties
Being ME!
LoveMarriage
College
Special Bus
Special Swimmin
g
Special College Courses
Special homes
Special Schools
Day Centres
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
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
Human Services
NDIA SUPPORT
CATALOGUE
‘Prescriptions instead of plans’
We want facilitators of thinking - exploration, possibility and design
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• 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
My experience and partnerships tell me…
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• ‘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
Moving money for what outcome?
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• 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
Our ‘business’ is not supply, its supporting Citizenship
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• Shared Management • Partnerships with other organisations and
networks that support citizenship • Genuine investment in the workforce
beyond suppliers • Community Networks
If our business is supporting citizenship…
[Presentation headline]18
Shared Management A partnership
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
A partnership
• Design• Set Up & Establish • Management • Development• Monitoring • Acquittal & Accountability
• 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
‘
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
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Partnerships with people who know what they are doing
Providers should not be doing it all
[Presentation headline]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’
Avivo
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Befriend
A social networking community
We are ‘Includers’ with a mission to sweeten your social life!
5000 members connecting socially across Perth, WA
• 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
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• 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
Community Networks
Avivo Neighbourhood Network
Support Workers
Support Worker
Support Worker
Support Worker
Support Worker
Support Worker
Support Worker
Home and Community Worker
LocalSelf 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
Mental Health worker
Mental Health worker
Mental Health worker
Mental Health worker
Mental Health worker
Network of local teams
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and
Community
Worker Home and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Wellness Network
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
Mental Health worker
Mental Health worker
Mental Health worker
Mental Health worker
Mental Health worker
Network of local teams
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and Community Worker
Home and
Community
Worker Home and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
WorkerHome and
Community
Worker
Home and
Community
Worker
Home and
Community
Worker
Home and
Community
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
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• 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
Investment in support staff & communities
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• 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
If our business is supporting citizenship…
[Presentation headline]34
What can we do?
Working with community not on it
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• 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 partiesPeople and communitiesEmployees and Organisations
Promote an understanding of Citizenship across the organisation
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• 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
Co-design, co-production or simply working together?
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• 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?’
Facilitating and supporting peer support
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• 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
Accountability
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• 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
Creativity
[Presentation headline]40
www.avivo.org.au
Stay in touch with Avivo
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