click to download 'Innovative Resource Allocation' PDF

What do mean by Innovative Resource Allocation?

How might Innovative Resource Development be achieved?

What might Innovative Resource Allocation look like?

A continuum for Innovative Resource Development

Developing Effective Practice: Creative Solutions

Resources and Links

What do mean by Innovative Resource Allocation?

These resources talk about innovations in service delivery that may cause people to wonder how they can fund the changes required, given the level of resources in the sector. We do not wish to play down the reality of scarce resources, nor the hope that funding will one day improve. To help address these issues this section presents strategies that can be used by any service, no matter their funding level, to make the best use of the resources they have.

Key Points:

• Resources are more than funding and dollars allocated by a funder
• Resources include a range of funders, a range of generic resources and community resources
• Resources can include service users, family/whanau, staff, volunteers, and community
• Resources can be created
• Resources need to be analysed and their usage justified

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How might Innovative Resource Development be achieved?

1. Understand that ‘resource’ encompasses funding, community and individual input.

• The service sees ‘resource’ as a multi-pronged asset.
• The service is not dependent on only one source of resource.

2. Utilise professional and community networks to explore and learn about the scope of resources.

• The service keeps current with generic services, resources and projects.
• The service initiates research and projects towards creative resource development.

3. Utilise personal networks to explore and learn about the scope of resources.

• Service users, staff and family/whanau are encouraged to share their networks as possible links to resource development.
• Utilise natural supports in order to free up staff time, which can then be allocated to one-on-one support, planning or community building.

4. Value service users and their skills as part of the resource that may be available.

• Service users may wish to be included as a resource (not exploitation).

5. Develop a culture of creative problem solving.

• The service looks at resource challenges as opportunities for creativity and innovation.
• The service works in collaboration with other services to develop and share resources.
• Staff have regular ‘non-contact’ time in which they can plan and build community networks.

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What might Innovative Resource Allocation look like?

For the individual:

• Being offered optimal support for customised plans.
• Being recognised as having skills that may be utilised in resource development.
  

For family/whanau:

• Being able to expect and receive optimal support for their family member.
• Being included in planning and development processes.
• Being recognised as having skills that may be utilised in resource development.
  

For the service provider:

• Having a dynamic and creative workforce.
• Developing and nurturing a culture of creativity.
• Having an in-depth knowledge of the range of resources available both within the sector and outside of it.
• Being leaders in identifying new ideas for resource development.

For the community:

• Being part of a wide network of services.
• Being part of collaborative processes for resource development.

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A continuum for Innovative Resource Development

Resources are dependent on one funder or source
The service is changed to suit the funder
Service provision meets ‘minimum’ standards
Resources are obtained from multiple sources
Positive service development is supported by innovative resource development

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Developing Effective Practice: Creative Solutions

· Provide ‘non-contact’ time for staff to plan and source what is available in the community.

Example

Once a week every staff member has what we call a planning day. At first it was hard to create the time but we’ve found that it’s an investment because it helps us really work with people, and that in turn means they don’t require as much paid support. The staff can use this day to do client planning, networking, one-on-one with clients, admin. They are encouraged to get out of the office, and provide a monthly report on how this time has been used.”

· Structure timetables and workloads to create time for ‘brokerage’.

Example

“We have a key worker for each client, and each key worker has a ‘caseload’ of between 5 and 15 clients depending on the circumstances. It’s not possible to work one-on-one all the time but we’ve found that we can work intensively with one person at a time. The idea is to get the person established in what they want to do in the community and with a natural support network, then the key worker can move on to the next person. The aim is that eventually everyone will have had some contact with a broker and some opportunity to really focus on what can be achieved in the community.”

Example

“Some activities can be run really well in large groups that require minimum staff support, and we use these times to free other staff up to work one-on-one or take small groups into the community. We also try not to re-create the wheel and do everything ourselves. We bring in outside specialists – like the music tutor – and have made good connections with community facilities, like the local Community College. There are people coming and going all the time. It means our staff can really focus on planning and support.”

· Environment matters.

Example

“We have moved the service right into the middle of town. It means we are near the public transport hub, and people have much better access to the community. We are also visible in the community now. We are part of it, and that is helping to break down barriers for people. Some community groups now come to us and use our facilities. And that has helped us to discover opportunities for sharing resources with others and off-setting our costs.”

Example

“Having the right space has been a huge cost-saver. In our old building we were crowded and restricted and people would get frustrated. We now have a new space where we can have different areas for different things. We have a number of people with autism and we have created a quiet space they can use when they need to. It has drastically reduced the need for ‘behaviour’ support and staff can concentrate on the pro-active stuff.”

· Transportation is an on-going issue for many services, and one that is not easily overcome. Some solutions are:

· Reduce group sizes

· Make full use of the immediate local community

· Use public transport as much as possible

· Link with other community groups and share transport

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Resources and Links

Asset Based Community Development

Asset Based Community Development rests on the principle that the recognition of strengths, gifts, talents and assets of individuals and communities is more likely to inspire positive action for change than an exclusive focus on needs and problems. Seeing the glass half-full as well as half empty is not to deny the real problems that a community faces, but to focus energy on how each and every member has contributed, and can continue to contribute, in meaningful ways to community development. People are seen as engines of community action, and as a source of power and leadership, these are considered assets of the community.

For more information:

www.inspiringcommunities.com

www.abcdinstitute.com

www.interactionz.com

Readings

ABCD in Action: When People Care Enough to Act
Mike Green with Henry Moore & John O’Brien

Inclusion Press

http://www.inclusion.com/bkwhenpeople.html

Spending More Money and Quality

Some Reasons Why Spending More does not Inexorably Improve Service Quality and Sustainability

Michael J Kendrick

www.kendrickconsulting.org

Some Lessons Concerning Agency Transformation towards Personalised Services

Michael Kendrick, June 2009

This paper describes the key learning outcomes that came from the examination of the experience of eight American community-based agencies that altered their service practices from an exclusive reliance on group and fixed models of service, to models of service that were exclusively individualised for the entirety of the people they served.

www.kendrickconsulting.org.

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