in control vision 2020

8/8/2019 In Control Vision 2020

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vision 2020

| real impact, real changewww.vision2020.in-control.org.uk


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vision 2020 | real impact, real change| 2 3|www.vision2020.in-control.org.uk

Change can be dicult, challenging and sometimesuncomortable, but we are at a point where doingmore o the same or trying to do more o the samewith less is going to ail people, carers, amilies andthe communities we serve. Making the changesthat are now needed requires active and realengagement by everyone and a new conversationwhich is driven by people and the outcomes theywant to secure or themselves.

Lasting and sustainable change is so much morethan just re-shaping the current system. It is aboutengaging people as active citizens rather thanthinking o them as service users. It is about working

across the public, private and voluntary sectorswith communities to enable people to support oneanother and to make a contribution. It is about amove to using all o the community resources thatare available.

In Controls Vision 2020 encompasses aundamental shit in practice and attitudesto shape communities where people o allages eel empowered to take control otheir lives. The blueprint or the uture islinked by three golden threads: whole lie,real wealth and inclusive communities.

Looking at peoples whole lie is essential ieveryone, particularly the most marginalised in oursociety, are to eel that their individual circumstancesand requirements are ully recognised. Familyrelationships and experiences also play a vital rolein this whole-person approach.

We want to pave the way or a permanent shitin power to citizens and to support people tomake the most o their real wealth. Manythings alongside money can help people eelrich and valued. Real wealth can be ound inriends and amily connections, access to adviceand inormation, individual talents and skills,and peoples personal sense o strength andresilience. We need to harness all these resourcesto help promote greater choice and promote new,constructive ways o doing things.

In Control and ADASS believe the ability to eelpart o - and contribute to a community isa undamental right. Everyone has something

important to oer, however big or small, and weknow that proound changes can happen whenordinary people take the initiative. Through thedevelopment o In Controls new practical toolssuch as community und holding, there are greatopportunities to equip people with the knowledgeand power they need to take genuine responsibilityor their own lives.

Were inviting everyone to have their sayon Vision 2020. You too can contribute tothis collective vision by sharing your thoughts,images and even video via our website:www.vision2020.in-control.org.uk

Together we can drive sustainable changewhich brings real benets to all.

Julie Stansfeld, Chie Executive, In Control

Richard Jones, President, Association

o Directors o Adult Social Services (ADASS)

Theres no doubt our care and support systems are in needo major reorm. With signicant resource constraints anddemographic growth, there are major challenges ahead.

Foreword


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Our members and supporters are passionate about strivingor a better tomorrow. Learning lessons rom the past, we havea vision o a reer, airer society with people at its very heart.

Our Vision

Its a place where everyone takes part andeveryones contribution is truly valued. Whatsmore, everyone who needs extra help has theright and responsibility to choose and control thatsupport - whatever their personal circumstances.

We believe in a society where peopleare interested in, engaged with, andcompassionate about others. Not only areindividual talents, passions and contributionsencouraged and respected, but i people allill, become lonely, conused, or are disabled,they are still valued and their community

supports them.

Businesses too are part o - and contribute to -local communities, while government serviceshelp communities to support themselves.

Good lives or people needingsupport depend on whetherthey are actually recognised asmembers o the networks andassociations that constitutecommunity. People excluded

rom this risk loneliness,isolation and powerlessness.

John and Connie OBrien

This is a society which doesnt try and dividepeoples lives into health, social care educationand welare benets. Instead, it sees the wholelie and recognises that children, adults and olderpeople all require dierent kinds o targeted

support at dierent times.

In some ways our vision echoes the community careo the 1980s, when the Inclusion and IndependentLiving Movements began. But although communitycare did ree people rom long-stay institutions, thereality, or many, was that they were transerredto smaller local homes - they were in thecommunity but not part o the community.

The introduction o direct payments in 1997 didgive some people more choice and control overtheir support, but it didnt signicantly changethe social care system and culture in the waymany had hoped. Since In Control was oundedseven years ago, the innovation o personal budgetshas made support arrangements more personal.

But the stark reality is that, 13 years on, bureaucratichurdles still exist within the direct payment systemand the culture remains too restrictive and evenstifing in many parts o the country.

And so, our vision or 2020 is more ar-reachingthan just community care. Our vision is aboutbuilding a society where compassion, mutualrespect and equality orm the oundations o oureveryday relationships - and are seen as the norm,

not the exception.

Our vision is not a utopia. Its a undamentalbelie that most people with support needssimply want an ordinary lie. To help themtake charge o their own lives, there MUSTbe a shit in po wer, attitudes and culture.

Weve seen this personalised approachworking successully in small pockets oour society - the challenge now is to ensurethese small pockets are more evenlydistributed across the whole country.


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Inspired by the Independent Living Movement(which created direct payments) and the InclusionMovement (which helps people with disabilitiesto live, learn and work in their own mainstreamcommunities), we piloted the sel-directed supportmodel across six areas o England - bringing real,sustainable benets with no increase in costs.

Between 2005 and 2007, this work stronglyinfuenced government policy and resulted inPutting People First, a national policy whichintroduced personal budgets and is helping totransorm adult social care or the better. Sincethen, weve gone on to become an independentsocial enterprise with charitable status.

Founded in 2003 by a small group o people who wanted tomake lie better or local amilies with disabled members in Wigan,Lancashire, In Control pioneered the concept o sel-directed

support and developed individual budgets as a way or peopleto take charge o their support.

Promoting Choice and Control or All

Sel-directed support is allabout shiting power to people,

so they are in control o theirown health, education andsocial care. Its the reedom andfexibility o support tailoredaround the needs and wisheso individuals.

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A Community or Change

It includes:

Individuals - who need support due to age,disability or social disadvantage - and their amilies.

User-led organisations.

Government departments and civil servants.

Local authorities, elected members and paid staff.

Commercial companies.

Charitable and not-for-prot organisations.

General members of the public.

This Community or Change is makinga real dierence to peoples lives, by:

Working directly with people to change lives anddevelop shared learning and mutual support.

Developing and testing new, innovativeways or people to take control o their lives.

Providing practical advice and information(through actsheets/leafets, books, DVDs,events and orums) and linking people withothers who can help.

Facilitating public education events to promoteinclusion, independent living and the developmento a national People Power movement.

Developing groundbreaking new technology -shop4support - to help people stay in control.

Developing simple, effective ways to measureand learn rom the impact o sel-directedsupport on peoples everyday lives.

Holding a national overview of best practiceand sharing this with our members.

Connecting with - and learning from - otherinternational communities, by supporting sisterorganisations in Scotland, Wales, NorthernIreland, the USA, Finland, the Czech Republic,Russia, Tasmania, Australia and New Zealand.

Campaigning for common sense solutionsto help change happen.

Our extensive community network is equipping people o all ages withthe knowledge, power and tools they need to control their support.

shop4support is a socialenterprise weve set upin collaboration withe-commerce specialistsValueworks. By helpingindividuals and their amilies/riends to go online to ndresources and buy support,its enabling them to takecharge so they canlive the lives they want.www.shop4support.com


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Our vision or a undamental shit in culture andattitudes crosses the political divide. All partiesagree that we must transer money, power andresponsibility to communities and change theway people make use o pub lic unded services:

We want to turn government on its head, takingpower away rom Whitehall and putting it intothe hands o people and communities. We wantto give people the power to improve our countryand public services, through transparency, localdemocratic control, competition and choice.

David Cameron, Prime Minister(Conservative)

Our single, radical, aim: to change therelationship between the citizen and thestate; to do less to people, and more with

them. And to ensure government steps back,making the space or people to lead the livesthey want. In health and social care, that meansgiving people real choice over their treatment;real control over how money is spent; and realpower to hold local services to account.

Paul Burstow, Minister or Care Services

(Liberal Democrat)

People are absolutely clear about what they wantand expect: independence, control, fexibility andpersonalisation... Putting People First isnt just avision or social care. Its a vision...across society...acting as a rallying cry or the ull range o statutory,

private and third sector services to mass behind.

Ivan Lewis, Minister or Care Services (Labour)

However, despite this political consensus,many people who depend on health andsocial care services still tell us that the currentsystem leaves them lonely, impoverished andpowerless - cut o rom amily and riendsand excluded rom the big decisions thatdetermine the course o their lives.

Sues mum has early onset dementia andstarted to need more and more support.Sue promised her mum she wouldnt puther in a home, but as a single mum, shesoon ound it dicult to cope.

She managed to get a direct payment orher mum and asked to use some o themoney to pay or a laundry service or themboth. This would have reed up more timeor Sue to carry out her mums personal care- something she was happy to do and hermum didnt want done by a stranger.

However, the local authority reused, sayingthat that the money could only be used ondirect support or Sues mum. Sue insistedall along that help with practical tasks, suchas laundry, would have helped her providethe care her mum really needed.

Yes, the expected deep cuts in public sector resources are alarming.But theres also a great opportunity or positive, long-term change.Perhaps our harsh, new economic realities will help us see that

the old system o care desperately needs reorm to make it moreworkable, sustainable and benecial or all.

A Collective Challenge

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With an ageing population, our increasinglyunaordable system also has many eatures thatare wasteul, perverse or simply unair. Thesechallenges include:

An adversarial system - Although mostproessionals want to help, and most amilieswant little more than a decent lie or their lovedone, social workers are oten pitched against

amilies (they have a conficting role, expectedto act as local authority budget minder whiledoing a proessional assessment o need andtrying to help people nd solutions) - thus creatingconfict and ill-eeling. Settling unnecessaryand unproductive disputes wastes huge nancialand emotional resources and its oten the casethat whoever shouts loudest wins.

Over-rationalising and over-rationing -High levels of local authority resources aredevoted to devising and running complexassessment systems to prove whether peoplereach an arbitrary level o eligible need -a level which is rising as budgets become tighter.

Questions o eligibility - Sometimes people can

exaggerate their problems to become eligibleor the support they want. Disabled people listthe things they cant do and say nothing o theirstrengths or potential contributions. Older peopleoten say they dont need the support that theydo and there is an incentive or amilies to abandontheir loved ones to gain the right support.

Over-restrictive use o direct payments -Although direct payments were introduced toput money in the hands o ordinary people, theyhavent changed the social care system in the waymany had hoped. In most local authorities, theiruse remains severely over-restricted, burdensomeand bureaucratic. There are too many reports thatpeople are actively discouraged by sta suggestingthey wont be o benet.

An outdated system - To many in todaysnetworked generation, health, education and socialcare seem hopelessly old-ashioned and inecient.The power and potential o the internet and socialnetworking isnt ully exploited. Theres also littleappreciation o the parallel changes in consumerculture, which are transorming the way peopleaccess inormation and make decisions aboutwhat they buy and what theyre prepared to pay.

Sophie, aged 13, has ph ysical disabilitiesand attends a mainstream school. In o rderto maintain good physical well-being, sheneeds to do stretching exercises.

This means a standing rame must bedelivered to the school weekly and twopersonal assistants (PAs) visit to move hersaely rom her wheelchair to the standing

rame or an hour, three times a week.

However, Sophie oten missed lessons or break,because she had to t around the availabilityo the PAs. This disruption makes her eel thather classmates see her as a burden.

Sophie ound out about a wheelchair whichcould electronically lit her rom a sitting toa standing position; this would have vastlyimproved Sophies quality o lie and savedmoney in the long-term. The additional costo the chair would have oset the cost othe PAs attending the school within oneyear. More importantly, Sophie could havecontrolled the transer hersel and carriedout her stretching whenever she needed to!

But incredibly, the agencies involved inSophies care couldnt agree on how to poolthe unding to purchase the new wheelchair- simply because one o the PAs was paidrom a health budget, the other rom asocial care budget, and the transport othe rame rom an education budget.

The current system is a viciouscircle that needs to be broken.

But the need or transormation is undeniable,we still have some way to go to make it real.We passionately believe its up to all o us tohelp develop a programme o public educationwhere everyone in society is exposed to a new

way o seeing things.

To do this, we all need to ask ourselves somesearching questions:

Can health, education and social careservices really meet the challenge o deliveringmore or less?

Can families, friends and communities uniteto support their most vulnerable members?

And can we - people, politicians, practitioners -rise to the ultimate challenge, radically changingour behaviour and redening how we do thingsround here?


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2. Real Wealth

Real wealth grows in communitieswhere people are better able tosee one anothers capacities andcan discover practical ways to

look out or each other.

When extra help is needed, that help will onlycontribute to a persons real wealth i it ts intotheir whole lie. This t works best when peoplehave the responsibility, authority and support toplan and direct the assistance they need - and ipeoples lives arent separated into incompatiblebureaucratic segments.

Lets build on what has been accomplished.Its not just that current practises arentsustainable. Current practises arent rightbecause they too oten diminish real wealthby reducing control, disrupting relationships,narrowing access and ignoring capacity.

Our RealWealth

Our Assets

OurRelationships

Our Access

Our ResilienceOur Skills

and Knowledge

Figure 2: Real Wealth Copyright In Control


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3. Inclusive Communities

Realising that communitymeans dierent things todierent people and everyonehas a role to play.

Inclusive communities are much more than just thegeographical areas where we live: they can includeonline communities and the people we meet on aday-to-day basis that make our lives what they are.Individuals should have the reedom to contributeand eel part o these communities.

CommunityWell-being

BelongingIdentity

Money

Family

Connections

Businesscommunity

Neighbourhood

Interest

Experience

Faithand culture

Public orservice

community

Virtualnetwork

Groups

Growth

Figure 3: Components o a strong community and the dierent types o community that exist. Copyright In Control


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Money + knowledge = power - Providing peoplewith not only the right to access money, but alsoknowledge about their rights and the reedom togenerate the best outcomes or themselves or theirloved one. Once they have this, they can start touse this to enhance and utilise their relationships/connections and condence.

Too oten, people simply type care home into an

internet search engine, because they have no ideawhat support options are available.

We need to show people whats possible,demonstrating what others have achievedby directing their own support, building oncommunity networks and taking control othe resources provided by the Government.

I you have only knownthe colour red you wontlook or the colour green.

Caroline Tomlinson, In Control

With a bit o extra money through a personalbudget, a single mum can look ater her elderlymum rather than place her in a care home.Meanwhile, a physically disabled couple can livein their own home, or someone with mental healthissues can keep t, stable and out o hospital.

Two children, aged eight and nine, were

excluded rom school or behaviourproblems. Further investigation revealedthey were being bullied because o theirclothing; it turned out their washingmachine had broken and there were majordebt problems at home.

Their individual budget helped to pay orsome new school uniorms, x the washingmachine and organise debt counsellingor their mum. The children are now backat school - happier and with considerablyless problems.


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The evidence shows that a personalised approachis paying real dividends, but were striving to takeit to the next level - to create a system t or 2020,where everyones contributions are truly valued.

People Power is a new social movement, madeup o a wide network o individuals who want toinfuence change and work together to create aairer, more open and nurturing society. Led byIn Controls members, this ree network is alreadystarting to infuence a new set o relationshipsbetween people, politicians and proessionals.

Community leadership courses are supportedand hosted by In Control, based on the licensednational programme called Partners in Policymaking.They enable all people who need support (becauseo a disability, illness, age or other circumstances),and their amily, carers, paid sta and proessionals,to gain the knowledge, skills and condence tocampaign or greater equality and reedom withintheir own communities and beyond.

A network o more than 1,500 Partners graduatesact as citizen leaders, helping and supporting otheramilies across the country.

It has now joined orces with other disabledpeople, amily and riends involved in theInclusion Movement and Independent LivingMovement under the banner All Together Better.Partners organise training programmes whichbring amilies together with experts in a range odierent elds. They are not linked with any onegroup or age or range - its simply people whoneed additional support being united and included.

Not only is this approach transorming the waylocal health and social care systems operate andhow ordinary people interact with them - but itsbringing signicant savings too as people ndnew, more constructive ways o working together.

So how can we make this new system o sel-directedsupport work even harder?

Changing Attitudes

Passing the message rom Number 10 AnyStreet to Number 10 Downing Street is crucialto our vision o making a real dierence to peopleseveryday lives. Were determined that positive,empowering initiatives dont just wither and die

due to a lack o interest or limited unding.Were helping people build infuence in policymaking, based on what they know works.

In 2010, In Control worked with the LawCommission to assist in its consultationabout changes needed to the law -developing a questionnaire and holdingtwo public meetings in London and York.The Law Commission used this processas part o a bid or a Civil Service Award.

Community und holding is an essential parto our mission to promote stronger, more inclusivecommunities. Working with our members, wevedeveloped an approach which is allowing localcommunities to take direct control over resources

previously controlled by government. The modeldetails seven steps to gaining community undholders. Weve also developed an outcomeramework to enable real evaluation on whetherthe above is successul both or the individualand the commissioner.

Developing new technology throughshop4support is enabling people to get the rightinormation to plan and make decisions about theirsupport and how best to purchase and manageit. shop4support is also able to demonstrate clear

eciency gains or local authorities, with planneddevelopments including a vendor rating systemand a social networking and advice area.

Our uture thinking will ocus on community,connection and real wealth which will contributeto our vision o an inclusive society.

Values training is needed or ront line staand proessionals to understand the historyand the ongoing struggle or civil rights or peoplewith disabilities. This, in turn, truly wins the heartsand minds, and attitudes and behaviours startto change. This is the same or amilies and parentswho have been engrained in a dependency cultureor too long, where they are told to state the worsto themselves or their child.

Sharing knowledge through experts byexperience, as well as experts by occupation,is one o the best ways to help communities buildstrategic alliances and start changing local culturesand attitudes or the better. For us, creating a climateo mutual respect between ordinary people and paidsta is undamental or sustainable change.


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Clear evidence that people are able to access,navigate and use all aspects o the social care,education and health systems much more easily,with less reliance on proessional support.

Self-directed support and personal budgets,based around a single, integrated approachacross childrens services, adult social care,education and health.

Clear evidence from people that theyre able tomaximise the use o personal budgets to improvetheir health and well-being. This includes havingunrestricted reedom to choose what supportthey purchase.

Demonstrating how self-directed support

can bring about eciencies and better value.

Peoples right to self-direct their health and socialcare is made a legal requirement, ollowing thereview o adult social care law.

An enhanced reputation for health and socialcare, with a much wider public understandingand acceptance o personalising individual support.

Clear evidence that the reliance on all formso specialist, institutional and segregated careservices is signicantly reduced.

Clear evidence that people are making majorcontributions to community lie and economicwell-being. This may include paid and voluntarywork; participation initiatives where people arelinked to share their time and skills locally (suchas Time Banks); and a range o other communitydevelopments - all aimed at supportingpersonalised approaches.

By 2020, we know more people than everbeore will need support. But together wecan meet the challenges that a growingpopulation and added social and economic

pressures will bring.

A fexible, personalised approach is at theheart o all we do. There are complex barriersto overcome and challenging times ahead,but were ready to ace the uture with moreecient, higher quality ways o doing things.

Through Vision 2020, were committed to helping delivera range o tangible outcomes - which will make a realdierence - including:

Do you...

Believe people and communities matter?

Want to change the social and health care systems so people can have morecontrol over their lives?

Think common sense should prevail?

Then sign up now or ree and join thousands o others helping to make it happen!

www.in-control.org.uk/peoplepower

The Outcomes

People Power

More than two-thirds o people using personal budgets say thecontrol they have over their support (66%) and overall qualityo lie (68%) has improved since they took up a personal budget.

Meanwhile, around three-quarters o proessionalstell us that personal budgets give people morecontrol and choice over their lives (79%), andthat support is more tailored to individuals (77%).They also believe that personal budgets have madea positive dierence to peoples lives (75%) andallow them to plan more creatively (74%).

For ull evaluation data, visit:www.in-control.org.uk/researchandevaluation

Real Impact, Real Change


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vision 2020 | real impact, real change| 28

This document sets out In Controls vision or the year 2020,but wed really like to hear what your vision is or the uture.

To share your vision, please visit: www.vision2020.in-control.org.uk

You can also nd more inormation about our workand how to get involved at www.in-control.org.uk.

In Control 2010

In ControlSupport CentreCarillon House

Chapel Lane, WythallWest MidlandsB47 6JX

T: 01564 821 650E: [email protected]: www.in-control.org.uk

Your 2020 Vision

| real impact, real changewww.vision2020.in-control.org.uk

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