Housing Support and Personalisation

1. Housing Support and Personalisation 28th March 2017 Edinburgh

2. Housing Support and Personalisation 28th March 2017 Self-directed Support – the national picture Image: istockphoto

3. Catherine Garrod Programme Officer Providers and Personalisation Image: microsoft clipart

4. Self-directed Support Social Care (Self-directed Support) Act principles: • Greater choice and control over support • Outcomes based support • Involvement • Right to participate in in society • Treated with dignity Image: istockphoto

5. Self-directed Support Statutory guidance: Involvement: ‘The supported person must have as much involvement as the person wishes in both the assessment and the provision of support’ ( 4.5 Statutory Guidance) Image: istockphoto

6. Social Care (Self-directed Support) Scotland Act The 4 Options: • Option 1 – a Direct Payment • Option 2 – choice of provider, a third party manages budget • Option 3 – council arranges support • Option 4 – mix of above Image: microsoftclipart

7. Self-directed Support 10 year Strategy Now 7 years into the 10 year Strategy for Self-directed Support for Scotland. Phase 1 (2010-13) – 10 year Strategy published, draft legislation Phase 2 (2013-16) – Legislation and Statutory Guidance Phase 3 – (2016-2018) Ongoing Implementation Image: microsoft clipart

8. Challenges for SDS Implementation Commissioning & Procurement Risk Enablement Working with limited public resources Knowledge & Awareness Systems & Processes Image: microsoft clipart

9. Self-directed Support National Implementation Plan 2016-18 The plan includes 4 Strategic Outcomes: Supported people have more choice and control. Workers are more confident. Commissioning is more responsive and flexible Systems are more widely understood, flexible and less complex. http://www.gov.scot/Publications/2016/12/5432

10. P&P Research Project with the University of Strathclyde The enablers and barriers for voluntary sector support providers providing personalised support through the delivery of Self-directed Support. Image: microsoft clipart

11. Research aims • The progress providers have made with changing their systems, workforce, finance, support provision and organisational culture for delivery of SDS. • The internal and external factors which enable voluntary sector support providers to deliver fully personalised, outcomes based support and which in turn leads to greater choice and control for individuals.

12. Research Findings – Focus Group of Personalisation Leads Strong commitment to the broad principles of the personalisation agenda ‘No one could argue with the principles of the Act, I think that there were some who always had a bit of reservation regarding the structural changes that would have to take place in order to make it work’ Negotiating SDS with local authorities ‘The biggest failing is if you have 32 local authorities working to their own version’

13. Research Findings – Focus Group Financial pressures ‘We find that people who go through the assessment for the SDS package, we found that their budget is halved’ Perceived tension between Scottish Government and Local Authorities ‘One of the key barriers that are in our way is the difficulty that Scottish Government has with local authorities and the relationship with COSLA and until those two are not at loggerheads, it is going to be very difficult for us to move forward’

14. Relationships with local authorities In five of the six sites of local authority engagement the research explored, there was perceived to be productive philosophical buy-in at a strategic level and clear lines of, and generally helpful quality of, communication. These positive strategic relationships could, however, be more problematic at operational level.

15. Concerns over local authority commitment and preparation for SDS • The motives of local authorities are entirely in keeping with the values of personalisation (34% agree) compared to (51% disagree). • There needs to be training in the principles of personalisation (89% agree) and (4% disagree) • Different authorities vary in their commitment to the goals of personalisation (94% Agree) and (0% disagree) • Personalisation is too strongly associated with the need for authorities to cut public expenditure (74% Agree) and (17% disagree). • Difficult to balance demands for savings with the need for greater focus on the personalised needs of people accessing services (72% Agree) and (13% Disagree).

16. “This (SDS) is about cuts. ‘We (local authorities) give you a smaller budget, and then we make it a more competitive market out there, because you are not guaranteed the business anymore. They you have to cut your costs” (HR Director)

17. Organisational restructuring and management functions • Rewrite websites and marketing (88%) • Increased emphasis on marketing (77%) • Developing and introducing different outcome measures (75%) • Establishing forums for service users to have greater input (67%). • Establish senior management team with oversight on personalisation (57%) • External consultancy advice on personalisation (46%) • Commissioning studies to research service user needs (33%)

18. Workforce changes • Involving users and families in recruitment (83%) • Tailoring job descriptions and person specifications to service user needs (65%) • Tailoring recruitment of relief workers to user needs (65%) • Service visits by job candidates prior to appointments (61%) • Undertaking skills audit of existing staff (76%) • Involving people who use services in influencing training priorities (76%) • Involving people who use services in facilitators in the delivery of training (69%)

19. Workforce Changes • Struggling to sustain existing pay and conditions (41%) • Cuts to pay and conditions (22%) • There are tensions in balancing employee rights and working conditions with those who access services (64% Agree) and (11% disagree). • Personalisation brings increased feelings of job insecurity (46% Agree) and (21% Disagree)

20. Personalisation, resources and worker rights • Shift in power to service user may threaten: • Alignment of management and service user interests • Job security • Work life balance because of split shifts, zero or variable hours, hours poverty • Cuts in public services and austerity • Threats to pay scales & pay cuts • Job losses • Commodification of care • Balance competing interests

21. Providers: systems, culture & practice change Workforce changes Finance Systems Individual Support Plans – outcomes Greater involvement of supported people Training in values of SDS Greater choice & control for supported people Image: microsoft clipart

22. Year 2 of Research Project • A series of in-depth case studies, involving providers and local authorities • What seems to work and why is this the case? • What does not seem to work and why is this the case? Image: microsoft clipart

23. Implementing SDSThe Key Ingredients: • Collaboration – involve providers & supported people • Leadership, resources, staff training • Promote the values of SDS: choice, control, dignity, outcomes • Support market diversity, innovation, accessible contracts Image: istockphoto

24. P&P is a policy and practice change programme supporting providers to prepare for, and showcase good practice in the journey to Self-directed Support. Contact us @PPProgramme Catherine Garrod, Programme Officer catherine.garrod@ccpscotland.org Policy-Information-Events-Practice Exchange-Facilitation- Personalisation leads- Change projects- Action Learning- Research- Capacity building

25. SUPPORTING CHOICE AND CONTROL FOR PEOPLE INVOLVED IN THE CRIMINAL JUSTICE SYSTEM

26. Moving forward PARTNERSHIP PARTNERS • Turning Point Scotland • Outside the Box • Glasgow Community Justice Authority FUNDING Provided by the Scottish Government as part of a 3 year programme Monitored and evaluated by Inspiring Scotland

27. HELPING SHAPE THE FUTURE OF SELF DIRECTED SUPPORT “It’s about getting as much choice as possible – for people, staff, systems and providers Opportunities and expectations for people with complex needs involved in the criminal justice system Choices and options for staff and providers

28. What DO WE DO? LEARNING NETWORK INDIVIDUAL STORIES RESOURCES COMMUNICATION USER INVOLVEMENT

29. Challenges Risk Increasing demands Whose risk? Changing landscape Reducing resources Transition to Community Justice Scotland Process not people

30. OUTCOMES so far ….. • Workers are confident and valued • Social workers open to IDEA of self directed support • Helps them to access extra support for individuals • More likely to welcome risk taking in terms of service and individual • How will statutory monitoring arrangements fit into SDS model? • Supported people have more choice and control • Testing SDS principles with people not usually seen as eligible or suitable • Offering AN ELEMENT of choice in advance of full roll out • Individual encouraged to manage own risk (exceptions), service manages ACCESS to risk in certain cases • Commissioning is more flexible and responsive • No evidence of change in CJ commissioning so far • What do commissioning agencies need to know? • Difficult to predict in face of unknown variables – political landscape, funding shortfall, structural change (Community Justice Scotland) • Systems are more widely understood, flexible and less complex • Adding value to existing system NOT REPLACING IT • More information needed about what SDS means for everyone and how to access it • How will stand alone legal and social care systems relate?

31. Contact us Turning Point Scotland Victoria Murray, SDS (Criminal Justice) Development Worker victoriamurray@turningpointscotland.com Twitter @movingforwardcj Outside the Box Louise Willson, Community Development Advisor louise@otbds.org www.movingforwardcj.org.uk

32. Discussion groups Practice development relating to personalisation – what has worked well; what hurdles did you encounter; what didn’t work so well? Future practice development you intend to / would like to work on

33. Self-Directed Support with Loretto Care 28th March 2017 Michael Timmons michaelt1@lorettoha.co.uk

34. About Loretto Care Loretto has 35 years experience delivering positive outcomes for people Part of Wheatley Group, Scotland’s leading housing, care and regeneration organisation Operate in 9 local authorities Self-Directed Support, tenancy sustainment and homelessness, older people, mental health, learning disabilities sheltered services, specialist care homes and support for young adults

35. Where we work with SDS SDS across different local authorities Significant restructure across a number of services Increase in number of people we work for and direct enquiries about SDS

36. How we work within SDS Loretto is committed to being flexible in co-creating support and services with people this means: More variation in staff shift patterns More flexible rotas Increase in part time and flexible contracts Redeployment of staff to work across different areas and services Evaluating staff roles in relation to legislation, Support Works to Health and Wellbeing Coordintaors Refresher training, outcomes star, SDS Roadshow

37. How we work with SDS: Case Study Barmulloch, Castlemilk, Tollcross Care Homes • Supporting 25 people across three areas with three bases, registered as care home support • Care homes were de-registered and every person was offered self-directed support package • This saw a significant reduction in support hours • 2 office bases in Castlemilkand Tollcross were closed to reduce overhead costs Self-Directed Support Service, Glasgow Mental Health • Now supporting over 31 people working through their outcomes star • Staff working more flexible rotas and working out in the community • The impact of the restructure has had minimum impact on people, providing more choice and independence • Increase in Care Inspectorate Grades

38. Volunteering Developing volunteer approach with Volunteer Glasgow Formally recruit volunteers to enhance support Create more opportunities for volunteering Create opportunities for people we work for to volunteer Now recruiting Health and Wellbeing Volunteers Gardening Mentors Internet Café Volunteers

39. Community Engagement Team Community Engagement and Activities Team was created in June 2015 to offer additional support to: Increase meaningful activities and engagement Increase opportunities to have your say and participate at every level of Lorettocare Increase opportunities for the people we work for to engage in their community

40. Supporting Innovation The Lens increasing opportunities for staff to be innovative and get more involved in their role Applying for funding bids to run projects formed by and for people we work for and staff such as songwriting projects Opportunities for staff at all levels to be recognised as a leader through our Step Into Leadership Programme Engage in volunteering, sharing skills and new ways of learning such as Learning Through Theatre

41. Michael Timmons Community Engagement and Activities Lead Michaelt1@lorettoha.co.uk

42. Self-directed Housing Support Online Training Course for Housing Support Practitioners Shelter Scotland hasco-produced with a Reference Group comprised of housing support organisations, an online course on SDS aimed at Housing Support Workers

43. Housing Support Providers

44. Self-directed Support “fundamentally changes the relationship between people who are supported and people who work with individuals to provide that support.” Scottish Social Services Council (SSSC) “we need a workforce with the skills and permission to build supportive relationships with individuals and communities who can work in a way that enables people to be actively involved in directing their own support.” Scottish Government SDS Innovation Funds Providers and Workforce funding 2015-18

45. Self-directed Support for Housing Support Practitioners Course Aims Timings This online course on Self-directed Support (SDS) aims to: Improve the knowledge, behaviours and capabilities of practitioners working with individuals to prepare them to make informed and sustainable SDS choices in relation to housing.

46. How to access course The course is free and can be accessed via Shelter Scotland’s online Store Shelterscotland.org/store For more information about the course and the support the team can provide to learners and their managers , please contact sheltertraining@shelter.org.uk or call Jill Walker on 0344 515 2477