1. DISABILITY FEDERATION BUILDING CAPACITY FOR CHANGE PETER CASSELLS PETER CASSELLS

2. SUMMARY OF PRESENTATION SUMMARY OF PRESENTATION 1. Context is changing for the sector 1. Context is changing for the sector 2.Implications for relationships with service users 2.Implications for relationships with service users 3. Implications for staff and volunteers 3. Implications for staff and volunteers 4. Implications for relationships with public agencies 4. Implications for relationships with public agencies 5. Building leadership/ management capacity in your 5. Building leadership/ management capacity in your sector sector

3. CONTEXT IS CHANGING FOR SECTOR (1) CONTEXT IS CHANGING FOR SECTOR (1) Recognition of central role of community and voluntary sector Recognition of central role of community and voluntary sector Towards 2016 “community and voluntary activity forms the very core of a vibrant and inclusive society – healthy community and voluntary organisations are an important requirement for overall economic and social development – the community and voluntary sector has a central role to play in delivering the outcomes envisaged in Towards 2016 in the areas of service provision, innovation and participation” “community and voluntary activity forms the very core of a vibrant and inclusive society – healthy community and voluntary organisations are an important requirement for overall economic and social development – the community and voluntary sector has a central role to play in delivering the outcomes envisaged in Towards 2016 in the areas of service provision, innovation and participation” “the Government is committed to maximising the contribution of the C&V sector by deepening the partnership between statutory agencies and voluntary and community organisations. The Government will engage with the sector in relation to future frameworks to support this relationship”

4. CONTEXT IS CHANGING FOR THE SECTOR (2) National Disability Strategy (Disability Act 2005) National Disability Strategy (Disability Act 2005) Education of People with Special Needs Act 2004 Education of People with Special Needs Act 2004 Forthcoming Charities Legislation Forthcoming Charities Legislation Sectoral Plans (six areas ) Sectoral Plans (six areas ) Person centred services +Information and advocacy services Person centred services +Information and advocacy services Multi – annual funding Multi – annual funding National Standards National Standards Competing for services Competing for services Social services Inspectorate Social services Inspectorate

5. CONTEXT IS CHANGING FOR THE SECTOR (3 ) Implications CONTEXT IS CHANGING FOR THE SECTOR (3 ) Implications Unique Relationship – Unique Form of Governance Unique Relationship – Unique Form of Governance Service User/Families/Service Providers/Public Agencies Service User/Families/Service Providers/Public Agencies

6. RELATIONSHIPS WITH SERVICE USERS RELATIONSHIPS WITH SERVICE USERS Relationship is changing – Rights of People with Disabilities Relationship is changing – Rights of People with Disabilities Person centred planning – Assessments/Advocacy Person centred planning – Assessments/Advocacy How to manage needs arising from assessments How to manage needs arising from assessments Transition from inappropiate to appropiate services won’t happen overnight Transition from inappropiate to appropiate services won’t happen overnight Share ambition/control with service users and their families for the management of their care/or occupational service Share ambition/control with service users and their families for the management of their care/or occupational service Need to think differently – experiment – explore new ways together Need to think differently – experiment – explore new ways together Need for monitoring/evaluation/reconfiguration of services Need for monitoring/evaluation/reconfiguration of services

7. IMPLICATIONS FOR STAFF AND VOLUNTEERS Leadership/management/organisational capacity –The KEY Leadership/management/organisational capacity –The KEY Need to build capacity of staff and organisation for new context Need to build capacity of staff and organisation for new context Need to develop a sense of common purpose and shared goals Need to develop a sense of common purpose and shared goals Importance of ideas/knowledge/skills/stories of staff Importance of ideas/knowledge/skills/stories of staff Importance of cross-functional, problem-solving teams Importance of cross-functional, problem-solving teams Balance between adm. staff and front-line providers Balance between adm. staff and front-line providers Decline in number of volunteers – How to professionalise Decline in number of volunteers – How to professionalise

8. IMPLICATIONS FOR RELATIONSHIPS WITH PUBLIC AGENCIES Need for your organisations and public agencies to work together Need for your organisations and public agencies to work together Develop shared understanding of new context and expectations Develop shared understanding of new context and expectations Work on developing effective long-term relationship Work on developing effective long-term relationship Relationship must cover range of contexts – service provision, funding, regulation, policy making Relationship must cover range of contexts – service provision, funding, regulation, policy making Key elements of a good relationship: Key elements of a good relationship: - a share sense of purpose and strategy with jointly agreed goals - a share sense of purpose and strategy with jointly agreed goals - a problem solving approach with joint practical action on projects - a problem solving approach with joint practical action on projects - accountability on both sides not only for public resources but also, through - accountability on both sides not only for public resources but also, through monitoring and evaluation for outputs and outcomes monitoring and evaluation for outputs and outcomes - in the evaluation process a high rating to be given to the quality service - in the evaluation process a high rating to be given to the quality service experienced by the service user experienced by the service user - a shared understanding of different perspectives and how to manage differences constructively - a shared understanding of different perspectives and how to manage differences constructively

9. BUILDING LEADERSHIP AND MANAGEMENT CAPACITY IN YOUR SECTOR New context /new relationship with public agencies – exciting but not easy New context /new relationship with public agencies – exciting but not easy Maintaining status quo not an option – parameters beyond your control Maintaining status quo not an option – parameters beyond your control Need for organisations in the sector to work together Need for organisations in the sector to work together Need to build internal capacity to innovate/think creatively/experiment Need to build internal capacity to innovate/think creatively/experiment Develop networks/learn from each other and from other sectors Develop networks/learn from each other and from other sectors Internal resources - is shared services( HR/IT/Accounting) an option? Internal resources - is shared services( HR/IT/Accounting) an option? Opportunity to develop Project on Capacity Building Commitment in Towards 2016 to provide funds for capacity building Opportunity to develop Project on Capacity Building Commitment in Towards 2016 to provide funds for capacity building