We are constantly working with local authorities and
organisations to develop the strategies and tools they need to
implement personalisation.
One of the tools we have developed to help organisations
understand the challenges ahead is the jigsaw framework for change.
It is a jigsaw because it's a metaphor for tackling change.
Jigsaws are easier to complete when you have a picture of
what it is that you want to achieve, and when you identify the
corner pieces early on and work together.
Below is a brief
description of each piece.
Citizenship is the centre of the
jigsaw - our starting point and our end point. The aim is to
enable active citizenship and stronger
communities.
A change programme must begin by thinking through who it aims to
support and how those people and communities will be central to
that programme.
Entitlements means citizens know what finance
they are entitled to from the public purse, and what they must
contribute themselves.
Attempting to implement change without being clear about
entitlements leaves people as passive
recipients. Entitlements is a corner piece.
Outcomes - change won't
last or be valued unless the outcomes it achieves are measured and
understood. The effort to change must be balanced with the effort
to understand what has really happened in people's lives as a
result. Outcomes is a corner
piece.
Supports - self-directed support
doesn't mean that people have to do everything for themselves.
Supports and supporters need to be available to people. Most
people need help to plan, and to get what is in their
plan. Supports is a corner piece.
Information - we cannot make good
decisions if we don't know our options, the probabilities or
costs. This is true for people and systems. It is an issue for
many local authorities that have gone furthest in creating
self-directed support - particularly those concerned about
self-funders and people ineligible under
FACS. Information is a corner piece.
Rules and systems -new ways of
working have to be turned into clear frameworks of rules that
enable people - as citizens or as professionals - to understand how
the systems can work, what is required, what is permissible.
Understanding - systems can't
change unless there is enough understanding of what is wrong with
the current one - and how it might be improved. Communicating the
new shared purpose is vital.
Tools for change are processes and approaches that
support local authorities to take the actual steps to a new
system.
Leadership - nothing happens for
people or systems without leadership. People who are part of
leadership in change take responsibility, seek support and show
courage. Leadership cannot be taught but it can be nurtured,
encouraged and celebrated.
Last Updated : 16 January 2011. Page Author: Laura Bimpson.
