Well we got some great responses and comments and asked one commentator if she would like to write a Guest Blog to keep the conversation going. Thank you Ellen Fraser-Barbour*! We think you have raised some excellent points to consider around the recruitment of support workers.

We have reached out, and are hoping that our next piece is a response from some organisations discussed in our original piece. That way we can get a really good conversation going.

Over to you, Ellen.

Photo of Ellen Fraser-Barbour

The NDIS market has seen a rise in the range of services offered, from large traditional provider models to smaller in-community neighbourhood team and online connector models. In my experience the NDIS is opening doors to new exciting opportunities and this should be encouraged.  In my experience online models offer simplicity, flexibility, ease of booking, convenience and affordability. In-community support workers working within an agency or team, can offer a degree of support and “back-up” when planning and managing all the ins and outs of what this important work entails.

I have been wondering, however, about how these new types of self management models safeguard. Yes they, alongside all service providers, have policies in place to ensure safety, security and support for individuals, families and workers and these policies are vitally important but I can think of many examples where traditional large agencies are up to the hilt in policy but do necessarily invest in developing an active organisational culture or practice that truly embraces a human rights approach at base level. Policies are there, but putting this into practice seems to be easier said, than done. This has been highlighted in recent inquiries into abuse in disability services.

If questions of accountability and complaints processes were difficult to ask within large traditional service systems prior to the NDIS, it is now an urgent consideration with the NDIS. Bureaucracy is still there and it is still exhausting and ‘messy’ and complex for people with disabilities and their families to navigate. The only difference is that ideally, people with a disability now decide who is worth the stress and who isn’t.

In my experience, the issues of safeguarding are not black and white, like they might seem in policies. I can think of many examples of risky scenarios and ethical dilemmas people find themselves in every day. Life is complicated and there may be times when individuals or families are under immense stress. These stresses vary over time and place. Some situations of crisis are very apparent but others seem more hidden and are not identified until things have already escalated and workers might need to be able to respond in a moment to these situations. Adversity and crisis can take over and informal support networks may disintegrate. In these circumstances, support workers and professionals may be the primary point of contact for support and a vital link. In reality, however, workers may only be employed for short times, may not be not highly skilled and are working for a basic wage with a high turn over rate. There may be times when there’s a crisis beyond the scope of what that worker can deal with. I think there are times when the worker may well decide it’s “too hard” and leave, or alternatively, individuals may question the actions of workers and may well decide to sack. One hears about families who have been through a whole range of workers lasting a very short time. I think this usually suggests that the support networks fail both workers and individuals.

I think this is where Support-Coordinators or case-managers can be useful. If they’re good at their job, they would be “checking in” to see how things are going with individuals and with their support ‘team’. There may also be times when conflicts happen (because we’re human) and NDIS goals slip to the bottom of our priority list. Issues need to be addressed rapidly, calmly and sensitively and this is aided when there is an identified person available and accessible within that person’s network. Support Coordinators can debrief with families and assist with transitioning to new supports or linking to other disability or mainstream services.

At base level, questions need to be asked about safeguards when self-managing support workers. I admit to feeling out of my depth in even trying to pinpoint some specific questions and I worry I’m opening a can of worms, but I will put myself out on a limb here in the hope that some conversation is generated.

Here are a handful of questions I think organisations or self-managing employers could consider.

How do we show commitment to building trust between people with a disability, families, workers and organisations?

Without trust, it is very difficult for anyone to feel safe disclosing concerns. We are human and what is conflicting for one person, may not be for others. I think this is particularly relevant if connecting workers & individuals online without face to face meetings or a “middle man”. Expectations of stakeholders aren’t always made clear.

What avenues are there for disclosing issues safely and confidentially if things go wrong between individuals and their workers?

If support workers are not part of an organisation who do individuals and/or workers negotiate and receive support from, in times of conflict and stress? Being the direct employer is appealing when things are going well. With participants “driving the bus” so to speak, it means issues should be discussed with them first (as it should be). But what happens when there is a crisis and the person with the disability and/or their workers need more support and resources?

In my experience and from what I have heard of others, even in large organisations with strict hierarchical structures, support for individuals and workers is often lacking in times of crisis. With more workers without any back up or organisation, how are stakeholders protected when approaching sensitive concerns and possible conflicts?

Who is responsible for offering professional development to individuals, their families or their workers as we navigate this new NDIS world?

How is training is offered and how frequent is this training? In particular how do self-managed employers and independent employees access professional development to keep abreast development in the field and up to date best practice? How do we standardise training across sectors in light of the NDIS?  In circumstances where agencies are involved, how much time do service providers really have and how often do they touch base with both individuals and workers and offer professional development, training, debriefing or support?

Of course, these are just a handful of questions one could ask – the issues are complex and I don’t think there are silver bullet solutions or quick answers in terms of how we navigate safeguards and dignity of risk. I am, however, an optimist and a believer in generating conversations about where the gaps are.  These conversations need to represent diversity in order to be truly productive. I hope that there are opportunities for the voices of many to be heard.

I also hope that in writing this piece, I might encourage people to share personal experiences and ideas about how we engage, build bridges and offer the best quality supports and continue to work towards progress.

*Disclaimer:   The author wishes to make it clear that this writing does NOT represent the views of organisations she works for – past or present and is merely her own perspective.

NOTE; The majority of concerns are not necessarily about abuse, or violence and are not severe in nature- but there are times when they are and in these circumstances professionals at all levels of services are mandated to formally report any incidences or suspicions of abuse, violence or neglect to their respective statutory bodies such as the Child Abuse Report line (in SA).

Ellen Fraser-Barbour

Jo had to go back in time to a time and an activity that she remembered gave Emma joy. She experimented and bought a shredder. Emma now has a business – Master Shredder - with 4 business clients including a credit union and solictors’ offices. She can now see a reason to communicate and is wanting to go out on her own and with friends.

Here is the link if you’re looking for more information on where and when.

I am interested in people getting the most out of the NDIS. And for me this means transformation. It means moving from the margins. It means having a life where you are more than just a client or an object of other people’s purpose. I don’t believe that transformation ever lands solely from ‘on high’ or from the ‘top down’.

In my experience those that are smashing our perennial low expectations, who are citizens in the broadest sense of that term, those who can see that their own life means something, all of them have seized moments when the system has popped out with something that can be shaped. Transformation starts with an intent – I no longer desire to accept that what is offered is all that is possible. No planner, no system can make this happen. This is an inner spark for more.

We are undoubtedly meeting a flawed process with the NDIS. I look on forums regularly where the many flaws appear. We’re told there’s a chance now, but many of us wonder ‘is there really’? Much of our life experience tells us that most things that get announced as big and shiny and wonderful never turn out to be that way.

In my personal and working life I’ve seen the terrible – segregation, exclusion, low expectations, congregation. I’ve also seen the flip side. I’ve seen what it looks like when people are experiencing and striving for their deep yearnings – to be someone, to belong, to love and be loved, to contribute, to feel their own life speaks and means something. I’ve learned a thing or two about the journey from one to the other.

These are some of the elements that I think are core to this change. It’s more than a package of support. Yes, having dollars are essential to exercising and maintaining genuine authority in your life. Being in charge of those dollars too. But it’s more than the money. I’m sure I’m not the only one who has seen extraordinary resources spent on things which do not really improve life opportunities for people. Instead they continue to waste people’s lives.

________________________

“If I look at you like an impoverished person and you see yourself as the same, then no amount of money will make change”

________________________

This is the practical work of InCharge and so my vision of being a contributor to those wanting to grasp an opportunity for change. To work with people on their desires for themselves and their lives. And then help put the pieces in place around that – including supports, dollars, staff, services – that will help bring those things to life. We build from the ground-up with people.

Many people can’t speak these desires. That doesn’t matter. There are many ways this can happen. It may only be a niggling – surely there is more to life than seems to be on offer! Or an expression of continued dislike and complaint. A long list of things that aren’t right (this is how my family got started on change). Or non-verbal expressions of profound unhappiness and lack of control. People who are crying out for change.

We must also demand differently from our systems and services. This is a ‘top down’ piece to be done by our governments and by the NDIA. There is a lot of work to be done to move away from ‘special’ programs and solutions that further serve to segregate and exclude people. I was very heartened to hear Rhonda Galbally speak at a conference in Sydney recently where she described work that the NDIA Independent Advisory Council had been doing on ‘reasonable and necessary’ supports. The starting point for that she said, is the question “What is an ordinary life?” This is where we should be moving with reasonable and necessary. The NDIS should be funding the gap between the answer to that question and where a person finds themselves. This would help stop the NDIS from thinking more of the same is OK, she said. Hopefully the proof will be in the ILC and planning process pudding. How does this come to play out in the planning process regardless of the planner sitting before you?

But life is more than a planning conversation. It is also about how we choose to use those resources. What we direct them towards. Are we asking for different as well?

These are some of the qualities I think are characteristic of genuinely innovative service responses.

Focussing on sustainability

Long lasting, personal relationships are the key to ongoing quality of life. Creating a more inclusive society by assisting people to tap into the wealth of ideas, people, energy and financial resources within their own networks, or to build these where they don’t exist.

Promoting active citizenry

People are not just receivers. Showcase and build on people’s innate capacities and interests, in order to realise potential.

Addressing adaptive barriers to change

When we are seeking to be the author of our own life, many things have the potential to de-rail us. For many people for example, the fear of being rejected when you take a step forward in your community can be a huge thing, but making lasting change depends upon stepping forward.

Aspire to be ‘alongside’ (not doing for) people in their own efforts at change.

Developing rich relationships

Dissatisfaction with the dominance of paid relationships, and so breaking this dominance and offering people a vision of a life lived with many different kinds of people and relationships.

Welcoming environments

Working with the richness that already exists in our communities to assist it become more adept? at inclusion. Enduring relationships do not come from services, they come from the building blocks of the neighbourhood. That means investing in communities to become more competent. It means supporting an individual by growing community with them so that a service is not the bringers of the answers, but the bringers of the questions.

Autonomy and control

Focus on the conditions in which autonomy and greater control by people themselves can thrive.

This is more than just ‘goals’. People need to be ignited by something to strive for in their life. But they also need supportive, encouraging and challenging people around them. They need valued roles and services that are personalised and directed by people themselves.

I look forward to building and seeking these responses.

Libby

Photo of Laurel Lambert

Guest blog by Laurel Lambert

Laurel’s daughter, Peta, and her friend Natalie, recently purchased a unit with the help of a mortgage. They also live in the Hunter, NSW, and have been through the NDIS. She says that one of the biggest factors in making change is having an ambition that is worth the effort and that you know, deep down inside yourself, will help you to be in a good place.

Want to hear more from Laurel about preparing for change? Click here and join us for our next webinar on 20th April!

We are here, at the pointy end of social reform. For those Australian citizens who live with disability, the National Disability Insurance Scheme promises greater possibilities through improved choice and control over one’s own life. Those among us who live with disability or love someone with a disability, welcome this change.

At the same time as welcoming such a reform, there are many among us who also ponder the question about what this may mean personally, how might it look, how might it feel. Some of us see it as a trigger to wonder what it would be like to live another way? The potential stirs feelings within us like hope, anticipation, uncertainty and anxieties about future risks.

Should I, shouldn’t I, will I, won’t I, I can, I can’t.

Such emotions are completely understandable when faced with such predicaments because for a long time, people with disability have been cocooned in services that have been prescribed by others. Choice has been limited to a pre-determined menu of activities. Such circumstances inhibit the ability to think beyond one’s daily parameters.

Being leaders in our own lives

Now, the ‘big ask’ that stands before us today is throwing up major challenges. This can be due to our lack of exposure to the notion that we alone are now responsible to shape our own destiny.

While ever we are alive, change will be an inevitable and many of us will be sorely in need of some solid leadership. Not the type of leadership that permits us to follow but the type that allows us to lead.

In a time of uncertainty, we often look outside to others for the answers. But in my own experience and in my work with other families in my community, I see that we actually have what is needed to make the most out of change.

Deep understanding

To take a step into change like this (what might it be like to live another way?), transformational leadership is needed. Such leadership can only be born out of a deep understanding of the individual, for this is the instrument through which one can motivate the person to desire change.

It is crucial that any aspiration must be formed out of the person’s own genuine insight and knowledge that there is a place where they truly wish to be.  Having something to hold on to, to aspire to, is a great driver through uncertain times.

For my daughter, and her good friend, having their own home, and more than this, owning their own home, was the light that helped us move through all the uncertainty of change.

Allowing free exploration of ideas

Secondly, it seems perhaps obvious to say, but we had to match this intimacy and knowing of the person with a creative, optimistic and welcoming environment in order to achieve this outcome.

Igniting enthusiasm, selling the benefits and painting a picture of future accomplishments, I found invited participation and developed a unified theme. Creating these shared values also fosters an attitude of continual growth and mutual respect.

We are also in a very good place to bring forward the other skills needed to bring about such desires and ambitions.

Authenticity

Firstly, the ability to know the kinds of communication styles that are going to work best for the person developing their vision. Without this a clear and honest outcome will not be achieved. Secondly, working in a framework of humility and authenticity, never forgetting that the ‘leader’ works to stimulate the environment, not create the thought.

Flexibility

What I also learnt to see is that some processes capture the imagination and energy of the person, and others do not.  What we do need to learn is that it’s OK to eliminate a pathway and try again if necessary. Perhaps a different technique may invite better outcomes. Reinforce our optimism that all is not lost, we are all still on our ‘L’ plates.

Letting go

Lastly, a key trait of the ‘leader/facilitator’ is to know when to surrender the leadership and power to the person so that intellectual stimulation, individual consideration and eventual personal motivation to change the status quo can occur.

Yes, we might feel rightly worried and uncertain at the prospect of change. But we also possess the foundations, when directed clearly, that can so genuinely assist another to take control. It is these foundations we can refine and develop in order to produce the guiding light through change.

Let people own their world, be the architects of their life, let them work to change it and so become that person they wish to be. In the end, their life truly belongs to them alone.

Want to hear more from Laurel about preparing for change? Click here and join us for our next webinar!

More about Laurel:

Laurel Lambert is a parent, a guardian for several others & a representative for several more women living with the NDIS. For many years, she has advocated for people to live inclusive lives. Laurel has worked in the voluntary & paid sectors of the disability industry for over 40 years. Currently, she is the Chairperson of a carer group whose mission is to build good lives for their family member with disability.

a group brainstorms with a person with disability

Lyne Mear is a consultant in Human Resources, Industrial Relations and Employees Relations. Her focus is creating work places that are self-generating, solution oriented and enjoyable.

One of the questions I am often asked by people who really want to be front and centre of their supports is

“How can I get more of the good stuff and less of the big service tasks like managing people and doing rosters and paperwork?”

Many families also ask me “How do I get support workers to see what I see, to think ahead and to really do what’s needed?”

I am very pleased to share some of my experience in methods and strategies that will help you develop a positive, flexible and engaged team culture.

Paradoxically I have found that the more people are asked to report and be accountable up a line of management, the less they see things and really take responsibility. The only way to do this is to have practice in taking the responsibility, to really know ‘the buck stops with me on this issue’.

A self managing team

One of the solutions I have worked with people on, is to set up a self managing team. This is a team of workers operating in a manner that requires little top down management. There is still the need for strong governance and oversight, and connection with people, but less of the stuff that takes you away from core business in running your life and your supports.

Self managing teams work best where there are teams of small numbers that are committed to an outcome that is ‘greater’ than the individuals’ self-interest.   Teams working in social welfare, social conscience areas are ideally suited to a self-managed team system.

This idea started many years ago when I was working as a manager of a start-up disability service whose aim was to provide support for independent living for people with disabilities. I was asked to come up with a service provision model for a woman with acquired brain injury from a horrific motor vehicle accident. I needed to find a way of providing support 24/7 that was affordable and also encompassed the principals that my organisation had committed to.  This woman’s parents had the view that she needed to live independently in her own home as an adult. One of the founding principles was that people have the right to live and develop freely.  I believe very strongly in the human right to develop and grow in our own journey.  I still believe this today.

We managed both these things by setting up a self-reliant and self-organising team.  This structure held the principals of self-determination; encouraged the team to self-determine and was the most economical.  Little outlay is involved in the administration and coordination of the arrangement and the team and the person being supported have the opportunity to learn and grow in the arrangement.

That structure has been in operation now for 20 odd years and has been an amazing learning experience for me as well as all those who have been involved in the journey. I am still involved with this woman and her family. For the woman I believe it has provided the best opportunity to live a real life that could have been provided.

I am a consultant in human resources, industrial relations and employees relations, working in some pretty big organisations, and I take these principles wherever I go. I have also taken these principles to work with other families.

The key components

The components of a self managing team are:

1. communication – things must be discussed;
2. openness – things must be discussed;
3. willingess to listen and understand other points of view – things must be discussed;
4. tolerance – other viewpoints need to be allowed to be and these must be discussed;
5. clear vision – an understanding of what is desired must be obvious and understood by all;
6. collaboration – the whole concept is based on the premise of working together;
7. flexibility – there are many ways to achieve the vision. The joy and creativity of working in such a team and to experience the differing ways is amazing;
8. diversity – adds enormously to the creativity of the arrangement;
9. and a sense of purpose – comes back to the vision.

The first steps

Setting-up the arrangement is the biggest and most important piece of work.

The most important parts of the set-up are:

1. engaging and enrolling the team in a clear vision;
2. developing really clear boundaries and expectations within which they will operate;
3. being able to let go but maintain those boundaries
4. developing the systems to monitor;
5. and working with people to move from having things set out for them, to taking responsibility. This is because mostly people are not used to being able to self-manage and being held accountable for the consequences of their actions. Most people are used to reporting to supervisors.

The benefits

A team that is self managing well can do things like take responsibility for their rostering, communication and self-organise amongst themselves and develop a common purpose. They may be delegated authority around the day-to-day aspects of the person’s life and learn to think forward and dream into the person’s life, and organise to achieve those things with the person.

The benefits are that people are more able to enjoy their life or enjoy their family role with the person rather than being the ‘manager’ all the time.

I’m looking forward to sharing more strategies with you.

Want to hear more from Lyne? Click here to join our online session on February 26th 2015.

Photo of Carolyn Campbell McLean

Carolyn Campbell-McLean is  Senior Facilitator with My Choice Matters, NSW. For 13 years she has used the Attendant Care Program and has self-managed her support for 6 years. This involves managing a team of 7 people who provide her and her partner with daily support. Carolyn believes she has really honed her skills in choosing appropriate people.

Don’t miss her 8 Hot Tips on creating and keeping your dream team!

Download Word version of There is no ‘I’ in team

Download the PDF version of There is no ‘I’ in team

Brightly coloured flowers

Lucy and her family have been very thoughtful in creating a role at her local florist. In this article we share the very practical steps they took.

Download the word version of Engineering the ordinary

Download the PDF version of Engineering the ordinary

A young man talking with four other people

We recently held a workshop called Nurturing your Tribe. We were thrilled to find people with disabilities and their families attended with other people they had made an ask of; like becoming a housemate, or a friend whose strengths could help achieve something. We just loved playing a part in nurturing these vital relationships!

At one stage a young guy, Matt, stood up and spoke to us about being asked to become a housemate. He told us he’d known Chris at school and then after school they had continued to be connected in similar circles. Then he and his girlfriend were approached by another woman they knew, Jennifer, and asked if they were interested in considering moving out with Chris and sharing an apartment together. Both knew Jennifer- Chris was now employing her as his ‘lifestyle facilitator’ partly because she was so well connected.

Matt talked to us about the process of being asked and why he and his girlfriend said yes.

He told us that it was important to hear it from Jennifer because he knew she would be giving solid and trusted information – that it would be as she was saying.

He also gave insight into 3 essentials for a really powerful ask.

1. What’s in it for the person being asked

When you are making an ask consider what could be of benefit to the person being asked. Matt said it hit them at just the right time.Trying to move out into your first place in Sydney can be really hard. They were talking about moving out together but financially it was difficult. Chris’ offer involved financial assistance to make it work (in exchange for some roles and responsibilities with him). It was going to be a win for them.

2. What’s in it for the person

Matt told us that he had always been so impressed with Chris and could see what he had achieved so far in his life. He and his girlfriend were delighted to be asked to be part of helping Chris get further, of helping him take the next major step in his life. He said “we love being part of Chris’ story”. This is a big win for Chris.

3. What’s in it for a broader group or the community

Matt told us that he knew Chris had a wider support network, and could see how their contribution would help to strengthen this network and see the fruits of their efforts come to life. They wanted to be part of that network too and the bigger vision. This is a win for Chris’ parents, his brothers and his community.

So give it a go. Think of your ask in 3 parts. Imagine into all of them – don’t just think ‘what is in it for the person’ but also ‘what COULD be’. Check you have considered all of them. Let us know how you go.

Self Direction opens up an exciting array of possibilities and more than ever the opportunity to be the author of your own destiny.

But sometimes it can be hard to fathom just what is possible beyond our current experience. Being in charge is more than about having control over services, funding and supports. It’s about harnessing that control to break with the past, to get innovative, and to embark on new ways of doing things.

Download the word version of Getting creative with paid support

Download the PDF version of Getting Creative with paid support

“If I look at you like an impoverished person and you see yourself as a victim, no amount of money will change this.”

Below is an excerpt of a speech I delivered for The School for Social Entrepreneurs titled “Social Enterprise and its potential for creating more inclusive and sustainable communities” – February 20th, 2014.

“I’m very excited this evening to tell you a bit about the enterprise I founded, InCharge, and also to share my thoughts on the connections between social enterprise, genuine innovation and the creation of an inclusive society.

When I was 7 years old, my older brother, Matthew, left our family home, to be cared for elsewhere. Far from aiding our family as it was promised to be, it skewed it, and sent my brother on the path of a different and separate life to us. He spent his childhood languishing and abused in a large hostel and then in group homes. I remember arriving at his 18th birthday celebration to find that the only people there were his immediate family, and the paid staff of his group home. I remember my father cried. It was a wake-up call for me.

Imagine if your only relationships were with people paid to be there? This is the life experience of a client, not a contributor. So something had to change.

Matthew has now lived in his own home for 16 years and shared it consistently with people without disability. He has his own small business built on his interests and capacities. He has frequent gatherings of friends, supporters and family.

The difference is extraordinary. Yet Matthew is only one of 400,000 people with significant disabilities in Australia. So actually and unfortunately his deprivation is not unusual.

InCharge was created to change the experiences of others who struggle to experience a life of contribution and rich relationships. Our vision is a society where everyone’s potential is realised and where we thrive among people who love and care about us.

We exist to assist people with disability be the authors of their own lives. When people are truly in charge they are ignited by possibility in their own lives, and they also have the resources, tools and mindset to go get it. This is a self-directed life. Through our products, services and partnerships we seek to ignite possibility and then assist people put the pieces in place that turn possibility into reality.

Why is this important?

Let’s go back to that moment when my parents stepped forward and asked for assistance. What did they encounter? Well they encountered a human service system. It is now an industry, and it is essentially predicated on the belief that ‘special’ people need specialist solutions delivered by experts in specially built places. Separate schools, classrooms, homes, workplaces and centres to train people and provide therapy and other interventions. Mostly we encounter people as they drive past us in white buses or as they move in groups through our shopping centres. We see them in the distance of our lives. In our desire to assist people get a better deal we have actually created the tools of exclusion.

Such a system cannot deliver the stuff of a good life. It cannot deliver love, it cannot deliver intimacy, it cannot deliver belonging or purpose, friendship, or being an actor in one’s own life.

Ultimately this is what we want for ourselves; a life of contribution, a life of richness.

If we are to bring such an inclusive community to life then we need to look now in different places for solutions. This is all of our business – to look for the real leaders and the genuine solutions.

We are fortunate in Australia that there are now many more opportunities for people to step beyond a life lived in ‘service land’. There are so many more people now who have ideas about their good life, who are trying things and who have different expectations. Who are basically sticking their fingers up at the persistent and draining low expectations that pervades our society.

So we believe that one of the most powerful things that can happen is to shine a light, support and nurture ideas people are generating themselves. These are the places it make sense to look for the kinds of solutions that really create an inclusive society. And this is also where support to social enterprise could be of such benefit.

As the founder of InCharge I have chosen a social enterprise framework because it has allowed the freedom to find the best ways to shine a light and support genuine innovation. It has been so beneficial to explore the kind of petri dish that bubbles and ignites this stuff. Remaining loose but focussed, allows us to explore the spaces between, where exciting things might burst forth. I believe the 4 way partnership that has supported Nathan – who will speak to you in a moment – to become an SSE student is a fine example of this. Social enterprise has really helped us to think about our sustainability. The idea that we can create our own resources and scale when we need to. Focussing on the internal assets and capacities of the organisation as a starting place to generate value, including financial value, has been revolutionary to me coming from a traditional non-profit background.

So you are going to hear from Nathan Basha tonight.

But what other interesting innovations are we finding?

People with significant disabilities are finding ways for themselves to work. Micro-enterprise and small niche businesses are becoming a very attractive idea for many people assessed out of employment support, and otherwise find themselves relegated to a drab life of endless activities, community access and training.

People are finding very interesting ways of being supported to move into their own homes, thus breaking the nexus of the non-choice between being their parents home forever or living with other people with disabilities. They are living with people without disabilities, they are creating intentional communities of disabled and non disabled people.

People with intellectual disability and their advocates are creating pathways into university

1. see University of Sydney
2. and the formative program in Alberta, Canada

They are building their own enterprises built to address very specific barriers – please look on our links page for some fabulous examples.

So what are the threads that bind these kinds of ideas, projects and movements?

I want share with you what I think are some of the hallmarks of genuine innovation. Again I hope you see the universality in these for all of us working to create more inclusive societies.

Sustainability

Long lasting, personal relationships are the key to ongoing quality of life. Innovative enterprises create a more inclusive society by assisting people to tap into the wealth of ideas, people, energy and financial resources within their own networks, or to build these where they don’t exist.

 Active citizenry

People are not just receivers. Innovative enterprises showcase and build on people’s innate capacities and interests, in order to realise potential.

Addressing adaptive barriers to change

When we are seeking to be the author of our own life, many things have the potential to de-rail us. What are the barriers to change that confront those in the communities you work in?

For people with disability for example, the fear of being rejected when you take a step forward in your community can be a huge thing, but making lasting change depends upon stepping forward.? Innovative enterprises aspire to be with and for people in their own efforts at change.

Developing rich relationships

Unsatisfied with the dominance of paid relationships, innovative enterprises break this dominance and offer people a vision of a life lived with many different kinds of people and relationships.

Welcoming environments

Innovative enterprises work with the richness that already exists in our community to assist it become more adept? at inclusion. We don’t need to keep building separate.

Autonomy and control

Innovative enterprises focus on the conditions in which autonomy and greater control by people themselves can thrive.

I think we need to invest in the leaders, projects or enterprises which are attempting to show value in very non traditional areas and seeking the kinds of impacts that go to the heart of an inclusive society then we are on to something very exciting indeed.

Thank you for your time.”