The slides from Steve and Helen's presentation on their book about developing Individual Service Funds in residential care. There is also a short version with a voice over available - contact claire@helensandersonassociates.co.uk if you want a copy or to have a download of this presentation.

2. “ The fundamental flaw in residential
services: the people we support in these
services have not chosen who they live
with and, because the team on duty
supports everyone, they have a limited
choice about who supports them and
”
how their time is spent.
the fundamental flaw: the people we support in these
services have not chosen who they live with and, because the
team on duty supports everyone, they have a limited choice
about who supports them and how their time is spent.

6. What did we hope to achieve from Anne Marie’s perspective?

7. What did we hope to achieve from the staff team’s perspective?

10. Identify each person‟s share of the funding we
receive based upon their individual needs
(individual allocation)
Identify what support and costs is necessary as
a result of the service being shared
(core support) and (shared costs)
Identify ways of enabling each person to
maximise the control they have over what
resource they have once they have paid their
share of the shared costs
(in my personal control)

16. “ In a word, Planning Live was fantastic! It
really felt like the start of the journey for
us all. My staff and I spent two whole
days listening - and that‟s it, just listening
to the people we support. We gleaned so
much information over those two days
and enabled the people we support to
think more about how their life was for
them and their families. So much was
covered in Planning Live.
Carolynn
”

17. Perfect week/month
1. Relationships
2. What does Anne-Marie want to do?
Where? When? Cost?
3. Anne Marie‟s outcomes

21. Choosing staff

23. Supporting the changes
Person centred teams
Positive and productive meetings
Person centred supervision
Community connecting

25. Changes for Anne Marie
New people in her relationship map
New places
Busier week - out and about

30. What does this mean for staff?
• Thinking differently about power and
accountability
• A different purpose - focus on relationships
• New skills - community connecting
• A greater degree of flexibility - personalisated rota
• Bringing the „whole person‟ to work -sharing
hobbies and interests

31. What does this mean for front-line
managers?
Positive and Productive Meetings and Person Centred
supervision must happen on a regular basis
“Making person centred thinking and practices a habit
within the team shifts the manager‟s accountability to the
individuals supported, not just the senior management”.

32. Top tips
• Develop your own views as to how you would
allocate a budget, what should constitute core
services and what people can have under their own
personal control.
• Agree the Individual Service Funds before tackling
any other issues.
• Provide people with clear information about the
principles of personalisation, individual budgets and
Individual Service Funds at the outset.

33. Top tips
• Develop your organisational response to dealing
with a member of staff whom nobody wants to
support them.
• Help your staff understand they must have their own
personal offer for the people they are supporting. If
they haven’t got one, help them to develop one.
• Develop an approach to rota planning that puts the
people you are supporting at the centre. Use the
Matching Tool to match the right staff member for
each activity - and make sure this support happens
consistently.

34. Top tips
• The manager and the team should be familiar with
person-centred thinking tools and should work
towards becoming ‘fluent’ in them. Managers can
use Progress for Providers to self-assess their level
of competence and what support they need to
improve.
• Positive and productive meetings must be held on a
regular basis.
• Person-centred supervision must be used on a
regular basis. Having the feedback of people being
supported as an explicit component of individual
staff supervision and appraisal is very beneficial.

35. Top tips
• Be prepared to provide higher levels of support,
training, independent challenge and coaching than
you think necessary.
• Don’t under-estimate the impact of broader
organisational change upon local services and their
attempts to improve how they provide support.
• Develop your understanding of your position on
paid work for the people you support and if it is
‘passive’ explore why it is so.

36. Top tips
• Recognise and feel comfortable with accepting you
will discover some things that must change.
• Approach these issues openly and resist the
temptation to accord blame and fault. You’ll learn
much more and achieve positive change more
quickly by clarifying your expectations and engaging
in honest and open dialogue.

37. Top tips
• Establish your criteria for success at the outset,
based on what you want to achieve for the people
you support and for your organisation.
• Be realistic about your progress and achievements.
Major change to working practices takes courage,
determination - and time.