Learn more about the organisations who have contributed to Open Teams by selecting them from the menu.

Avivo is an incorporated community organisation that supports people to live life in their own home and community. This includes people who need individualised support due to being aged and frail, having a disability or a long-term mental health condition. We have over 1100 employees, the majority being employees who provide support and care so people can achieve their goals. Avivo is also one of the largest organisations in Australia who work in partnership with people and families to direct and manage their own supports.

Backstory


Perth Emergency Housekeeping Services was over 50 years ago to provide assistance to women being discharged from hospital. It later became Perth Home Care Services and grew with funding in aged care, disability and mental health. We started out as a network of support workers, committed to making a difference in peoples’ lives. Over the years, we grew with more support workers being organised and directed by coordinators. We spread into country Western Australia operating as Regional Home Care Services.

Five years ago we committed to the goal of leading and managing locally and commenced searching ways we could achieve this. In 2016 we rebranded as Avivo: Live Life to better reflect our purpose. It was around this time we learnt of Buurtzorg in the Netherlands through the book Reinventing Organisations by Frederick Laloux.

Buurtzorg provided the inspiration to transform Avivo to be an organisation that supports the autonomy and purpose of both employees and customers – a network of self-managing and effective Neighbourhood Teams.

What we are proud of


  • Neighbourhood Teams who provide support in local neighbourhoods to people and families. We now have 60 teams throughout Perth and parts of Western Australia. More teams will be developed over the next 12 months
  • Developing Neighbourhood Teams to support people in regional and remote parts of Western Australia. Our Carnarvon Team won the 2019 WA National Disability Services award for excellence in regional and remote services for their work as a Neighbourhood Team.
  • Our colleagues’ engagement and contribution to the transformation through a range of methods including working groups and our Stop & Learn events. Their dedication to the people and families we work with and commitment to developing the organisation.
  • Our team development approach, which is provided by coaches, that supports colleagues to select and transition to teams, form and work well together

What next?


We’re looking forward to completing our transformation to Neighbourhood Teams over the next 12 months – we’re about half way through and have learnt how important it is to provide good support to people as they transition. As teams establish we’re providing learning opportunities for people to develop skills to undertake new roles with more responsibility. We’re deepening our practice in deliberate development to support the growth of our people.

We’ll be considering the evolution of our office-based teams, community services and business support, and how they connect with the organisation.

We’re also implementing a new IT system to support our distributes teams to communicate and work effectively as well as exploring what it takes to effectively govern an organisation made up of self-managing teams.

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The Centre for Public Impact (CPI) is a not-for-profit foundation founded by Boston Consulting Group.

We want a world where governments help societies to better respond to the complex challenges they face by prioritising human relationships and championing the need for our public institutions to listen, learn and adapt.

We tell this story by constantly seeking and sharing emerging insights for how government can be reimagined, and drawing them together to form a compelling and inspiring new vision for government.

We support the journey by providing practical tools, training and hands-on support for those seeking to reimagine government to give them the confidence to act.

Finally, we build a movement of changemakers around the world so they can learn from one another and gain mutual inspiration.

Adrian Brown, CEO

Backstory


CPI was launched in 2016 with a small team of four and today we are over 30 people!

We have gone from little more than a rough idea that there was important work to be done in the area of government effectiveness to having offices in multiple countries and deep client relationships.

Over time we have tried out lots of different things and have iterated quickly once we learned what works and what doesn’t. Over the past two years or so we have, however, increasingly found our voice and our point of view.

What we are proud of


  • We are proud of the work we have done over the past years – both the research which has often pushed boundaries as well as the projects we have run with governments and philanthropic foundations
  • We are proud of our attitude which is open to experimentation and continuously seeking to do things more creatively, with more impact, and with
  • We are proud of how far we have come in journey to self-organisation. Having started in early 2019 we have now a way of working which – while still highly imperfect and in need of continuous improvement – feels like it’s “ours”.

What next?


We have recently published a “Manifesto for Better Government”. It attempts to describe a new vision for government that seems to be emerging around the world.

Our three core beliefs are that most of the challenges we face as society are complex in nature, that the quality of human relationships matters a great deal, and that progress is best achieved through continuous learning.

While we don’t think that we have yet found the best way to articulate all of it, the ideas articulated in the manifesto seem to resonate strongly.

We will be building on this and are hoping to find ways to bring these ideas into government in ways that make a difference.

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Cornerstone provides care and support for adults, children and young people with disabilities and other support needs across Scotland.

We operate a person centred approach and identify goals for everyone we support based on four key areas – increased social inclusion, improved health, improved independence and improved wellbeing.

At Cornerstone, we’re transforming social care through a culture of trust, empowerment and teamwork. We deliver high quality care and support that enables everyone to live a valued life – the life they choose.

Backstory


Founded in 1980 by Nick Baxter, Cornerstone was born out of tragedy. Nick lost his sister and father In a boating accident, and with a mother unable to care for him, found himself In the care system, going from boarding schools to failed education.

He went on to work in social work where he found an affinity with people with learning disabilities and additional support needs. Nick wanted to change the outdated terms and poor treatment of people with disabilities, instead, providing them with opportunities that weren’t previously available in institutionalised settings. Nick came across the word Cornerstone which resonated hope for him and his clients, and thus, Cornerstone, now one of Scotland’s largest social care organisations, was born.

Nick sadly passed away in 2013, but 40 years on from it being established, Cornerstone still provides care and support to over 2,200 people across Scotland.

What we are proud of


We are extremely proud of our innovative strategy, Local Cornerstone. From this pioneering way of working, we’ve achieved the following:

  • Introduction of Local Care and Support Teams (LCAST) that allows colleagues to be empowered to make decisions autonomously.
  • Providing people with high-quality care and support that allows them to make informed decisions on the care they receive and the day-to-day lives they lead.
  • Always striving to provide a meaningful and pioneering model of care, we have put ourselves at the forefront, drastically changing our structure to ensure the people we support live a valued life – the life they choose.
  • ⦁ Putting people at the core of everything we do, giving colleague flexible working conditions so that the people we support receive the best quality of care.

What next?


We are still on our Local Cornerstone journey but are in the process of evaluating our findings from the past two years.

Our CEO, Edel Harris, will be visiting every branch over the coming weeks to share our year two evaluation of our strategy, keeping colleagues Informed.

We are closely following the journey of individuals supported by LCASTs to see what difference it makes to them and how their care has improved.

There are also test site evaluations being carried out where 12 LCAST sites across Cornerstone are being evaluated by colleagues from across the organisation over a period of six months.

Findings are being used to shape the future of Local Cornerstone and establish what our next steps are.

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We are setting out to transform existing power structures in social care by putting the relationship between the person receiving care and the person giving care at the top. Co-production is a part of our everyday work as well as our co-operative structure: members who give and receive support are on our board, in all our
teams (circles) and are co-designing the service. We’re all giving support ourselves, working with people experiencing a wide range of problems, from rural isolation to helping people navigate the system and employ and manage PAs.
We are building a bespoke platform which embodies our values. We see ourselves as innovators with people, community and governance, not as a ‘tech product’.

Backstory


The concept for Equal Care came about through Emma witnessing the way power dynamics operate across social care. Her roles in business development for national and local charities introduced her to how commissioning functions in local authorities. She noticed that, despite aspirations to the contrary, the participation of people at the front-line was repeatedly suppressed by structural factors. Reading No More Throwaway People, written by Edgar Cahn, challenged her view and offered a vision of how services might be produced and controlled by the people doing the work. Most significantly, it introduced her to the idea of co-production as a fundamentally economic one.
This then led her to explore the gift and sharing economies and models of organisation which flatten hierarchies and re-distribute power (the Buurtzorg model, sociocracy, co-operatives, circles of support) in light of the impact they might have on social care. Equal Care Co-op – founded in 2018 – is the result.

What we are proud of


  • We are the first platform co-op for social care established in the UK and one of just three in the world (there will be more!).
  • We are proud to participate in the CQC sandboxing for new regulation around self management.
  • The relationship between care givers and receivers sits above all else. We talk about power both within and beyond that relationship. This includes sharing it, getting it, giving it, using it, moving it, noticing it.
  • We are embedding an alternative currency into the platform. We are fellows of the Finance Innovation Lab – an incubator programme working to develop organisations dedicated to creating a financial system that serves people and planet.

What next?


We are developing our two circles of support in Hebden Bridge and Blackshaw Head alongside co-producing our platform with the people who will be using it directly. After a successful share offer we are looking to expand our team while continuing to build relationships with Wellbeing Teams, Buurtzorg UK, Cartrefi Cymru and Cornerstones. We are calling 2019 our year of truth. Join us!

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With over 20 years experience in five countries, Helen Sanderson Associates (USA) has extensive experience in helping organizations to become more person-centered.

At H S A USA, our purpose is to work with people, teams and communities to envision ways in which everyone can thrive, and equip them with practical knowledge, skills and tools to make it happen. We provide training, facilitation, person centered planning, online resources and strategic planning in support of people with disabilities, older people, students, and others using long term services.

Associates work as a virtual team using self-management and holocracy practices to develop resources and deliver our purpose.

Backstory


Helen Sanderson Associates (USA) is led internationally by Helen Sanderson, a key figure in the field of person-centered approaches.

Amanda George, who founded the USA team in 2005, made a career shift in 2017, inviting Mary Beth Lepkowsky to assume the role of CEO to expand H S A support to people, teams, and communities as they navigate the 2014 CMS Final Rule and associated HCBS requirements around person-centered practices. In 2018, self-determination was approved as an alternative way for people with developmental disabilities to purchase services in California. The state invested significant resources to build capacity, making it possible to expand the H S A USA team.

Mary Beth, also employed as Assistant Director, Training and Organizational Development at Tri-Counties Regional Center, is excited to leverage more than 30 years’ experience in leadership and organizational development, nonprofit management, person-centered practices, and community building to cultivate this virtual, self-managing team.

What we are proud of


  • We are proud of the strong relationships and deep trust that have taken root in our virtual team in a very short time. We attribute this to values-based recruitment, self-management practices, technology, and our intentionality around building a person-centered team.
  • We are proud that we took the time we needed to explore our individual and collective values. We didn’t settle for “words on a wall” but rather made sure our values captured the unique essence of who we are and what we believe. Future decisions will be easier for having done this thinking together.
  • We are proud of how we’re appling self-management practices, using Laloux’s “Reinventing Organizations” and Basterfield et al’s “Reinventing Scale-ups.” A turning point in our team development was identifying needed roles and assigning them based on individual strengths and passion. We are also getting better at processing tensions using holocracy practices. This has liberated and empowered team members to contribute in new and meaningful ways.
  • We are proud that we are well on our way to accomplishing our first-year business objectives. We are recognized by customers as having supported them to be better equipped to meet HCBS requirements and we have repeat customers in our first year!

What next?


We will continue to develop our processes for working together. In addition to credentialing Person-Centered Thinking trainers, facilitating person-centered organizational change, and transforming work through Positive and Productive Meetings, Person-Centered Supervision, and Person-Centered Teams, we will share content for Community Connecting and Building Relationships, establish webinar opportunities for service providers and families, and introduce Community Circles and Wellbeing Teams as new models to support people to remain connected to what matters to them.

Given our virtual team, we will use Colleague Letters of Understanding to build accountability and a buddy model for associates to give and receive regular feedback.

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Here designs and delivers healthcare solutions and services with the purpose to create more possibilities for care in every moment. It does this by empowering people to lead their own healthcare journeys, optimising clinical outcomes and resource. Our Sussex-based services include the Sussex MSK Partnership, Brighton and Hove Memory Assessment Service, Brighton and Hove Wellbeing Service and Improving Access Services. Our national innovation arm collaborates with primary care networks to integrate new roles and processes in general practice that enable primary care colleagues to work smarter to best meet the needs of their communities. Our organisation uses the three breakthroughs articulated in Laloux’s work Reinventing Organisations.

Backstory


In 2008, a small group of healthcare professionals in Brighton and Hove saw a way to meaningfully help the city to achieve its healthcare outcomes. We noticed that specialised care was a significant cost to the healthcare system and could see that spending more early on could positively impact the care journeys of more people and create savings overall. This saw the birth of Brighton and Hove Integrated Care Service (BICS), a not-for-profit social enterprise owned by GPs, practice managers, primary care nurses and our staff whose initial work was a local referral management service. Referral data provided a chance to understand the care people need and enable informed decisions in designing more effective models of care. Since 2008, we have developed beyond Brighton, serving Sussex, Surrey toucing the lives of over 1m citizens and we also have a national delivery arm which delivers learning solutions to over 2000 GP practices all over England, Wales and Scotland, affecting 20 million people.

What we are proud of


  • Delivering on our promises and being recognised for that by our CQC Rating ‘Outstanding’ provider, we have ahceived this by focussing practices on understanding our evolving purpose service by service and by encouraging ourselves to bring our whole selves to wrok
  • Innovation in putting people in control of their healthcare journey’s demonstrated by our award-winning shared decision-making programme in MSK and being the most successful MSK prime contractor in the UK
  • Helping 1000’s of GP’s alll over the UK to save time, with a estimated saving of over 500,000 hours of GP time to spend on patient care through the Implementation of our Practice Unbound, Workflow learning programme.
  • – Employee ownership of our service redesign demonstrated by our employee-owned innovation of the year by EOI and through some of our self managing teams.
  • Recognised as one of the most impactful Social Enterproses in the UK via the Social Enterprise of the Year 2017
  • Over 8 years of delivery of primary care mental health services and our ground breaking work with Childenr and youg People

What next?


Practice Unbound is continuing to develop new training programmes and tools to support primary care to work smarter, offering programmes that help GPs to offer better care to citizens
Continue to develop our shared decision making approach to other services in the UK
Keep evovling and delivering on our purpose and promises.
We believe that sustainable living organisations shift and change to respond to the ecosystems we are a part of, and as a social enterprise we thrive on our organisational learning edge.

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The Neighbourhood Cares pilots are self-managing teams exploring different ways of offering preventative, flexible and responsive support that is embedded in the local community.

We work with adults to identify what would be beneficial for them to be as happy, healthy and independent as possible. This could mean ensuring people know about events/groups locally, enabling people to connect with other or practical support with benefits forms, for example. If appropriate, we are also able to fulfil the duties of a local authority adult social care team such as assessments within Care Act 2014 or the Mental Capacity Act 2005 frameworks.

Backstory


Neighbourhood Cares are Cambridgeshire County Council teams inspired by the Buurtzorg model of small, local, self-managed teams. The two pilot teams in St Ives and Soham were first formed in July 2017 and started to work with individuals around October 2017. The pilot is being externally evaluated and the initial findings of this evaluation have been very positive – especially with regards to outcomes for individuals supported by the team and staff. The final evaluation is planned for October 2019.

Initially consisting of four full time equivalent Neighbourhood Cares Workers; each team self-recruited new staff and local volunteers.

We recognise that people want to be independent and most don’t want formal local authority social care involved in the choices and decisions about how they live their lives. We provide person led support which could just start with a cuppa and a chat about what is important to someone.

What we are proud of


  • Our motto is “right thing at the right time” for someone. Being flexible and person centered has resulted in great relationships with individuals, their families, the community and other professionals. These relationships support the outcomes we have been able to achieve in enabling people to continue living well in their local community. A recent comment received sums this up perfectly: “It is so reassuring to know that [relative] now has a caring and supportive network of people around her. The commitment of the team is incredible.”
  • We love working in this way and have had 100% retention of staff. This should be evidenced within our final evaluation report due in October 2019
  • We are proud of our self-managed recruitment process. We have been able to use the Neighbourhood Cares values set out and agreed within the team to recruit individuals who not only have relevant skills, but who are totally committed to the way we work.
  • We feel proud to be the first team to be applying the Buurtzorg principles to not only enable people to access the information, advice and practical support but to also be applying this to statutory social work.

What next?


The pilot ended October 31st 2019.

Neighbourhood Cares has been a fantastic learning opportunity; this learning is already being utilised within a recent review of adult social care in Cambridgeshire and Peterborough and ongoing commitment to creative and flexible ways of working. Neighbourhood Cares Workers will be taking up new roles that take forward our learning to implement change and ensure our legacy continues.

We would love for people to read our final evaluation and will also share learning through ours and the County Council’s media platforms (look out for a Neighbourhood Cares video soon).

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Prior to closure in January 2019, Neighbourhood Midwives (NM) was an employee-owned social enterprise with a small self-funding service across London and the South-east plus an NHS pilot in Waltham Forest. We used the principles of Teal and self-management to provide continuity of carer to women and their families.

We offered a caseload midwifery service, delivered through a hub and spoke model of small, local practices each linked to a central support team (CST). The CST provided the ‘backroom’ services to enable the midwives to focus on frontline care, developing their team in the ways that felt right for them.

Backstory


Launched in 2013, NM was a unique organisation, developed by four independent midwives, to offer a different way of working for midwives that celebrated their role as autonomous practitioners. We had a clear purpose and a strong set of values based on improving access and achieving positive outcomes for families.

We offered a self funded option to women which enabled us to develop a track record to meet the criteria for accessing NHS contracts. We called it ‘campaigning through delivery’ to achieve our ultimate goal of offering women an NHS service with continuity at its heart.
Every woman had a named midwife and buddy to care for her during pregnancy, birth and in the early weeks of parenthood. The benefits of midwife-led continuity of care are well evidenced and it is national policy that ‘most women’ should have access to this type of care provided through the NHS, by 2021.

What we are proud of


  • Our 2016 CQC inspection report which recognised the high quality and safety of the service provided, the leadership and strong culture of support throughout the organisation and the exceptional positive feedback to their survey from service users and employees.
  • Our resilience and tenacity as well as the depth of learning that came from overcoming the many and varied barriers to setting up as an independent midwifery provider within the NHS. This remains a significant achievement in our eyes, even though ultimately we failed to survive the commissioning and funding challenges that remained in place at the end of our two year pilot.
  • The overall success of our pilot, as evidenced by two independent evaluations, one from the users of our service and the other from an external commissioner which explored the impact and effectiveness of our service and the project as a whole.
  • The development of our organisation wide coaching system; working in partnership with Andy Brogan from Easier.inc with 100% commitment from everyone involved, we were in the process of building a comprehensive ‘scaffolding’ to support our innovative self-managing practices and to provide the assurance and strong governance the wider regulatory system required.

What next?


This is a hard one because NM is no longer trading. The systemic challenges were ultimately insurmountable which is deeply frustrating as the service we offered is the gold standard of care and women loved it.

As a lean and cost-effective organisation, if we had been supported to grow we would have eventually reached financial sustainability. And, a key factor given the recruitment and retention challenges in our profession, we were growing an organisation that really worked for midwives.

So, we are keen instead to share our journey with others to help them learn from and avoid the pitfalls we faced.

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Our whakatoki:
He aha te mea nui o tea ao – what is the most important thing in the world?
He tangata, he tangata, he tangata – it is the people, it is the people, it is the people

We look forward to learning together as people take the lead in their own lives, creating new opportunities to participate in community life as they choose. We are committed to person-centred practice and making the most of community support and the relationships in a person’s life. We support people to take control of and direct their own lives and the resources that support them. Our vision is one of inclusive communities and our mission is to walk alongside people, creating new opportunities. We approach our work with understanding and empathy, walking alongside people as they develop and grow. We support over 200 people with local teams over the Lower North Island and the Upper South Island.

Backstory


Tautoko was formed in 1996 by a group of committed people to provide independent support. Our team was involved in the deinstitutionalisation process of several institutions and supported many people deemed as “challenging” into community settings.

In 1997 Tautoko recognised a gap in the Nelson area to support adults to live in their own homes as an alternative to group homes. Options in Manawatu had been involved with change since their inception, established in the late 1980’s as a unique service brokerage pilot, modelled on a Canadian agency. While the initial goal of promoting individualised funding was not realised at the time, the original principles are still held today, developing a community brokerage approach to assisting people to live in their own home and grow their lifestyle choices with a focus on relationships, employment, personal growth and community involvement. In 2014 Tautoko and Options merged and in 2017 started on the journey to self-management.

What we are proud of


We are proud of creating an organisation that is bicultural and has a strong value base that recognises Tangata Whenua within Aotearoa and to be working together across the whole organisation to develop our self-managing model, based on the learnings from Wellbeing Teams, the wisdom of Frederick Laloux and with the guidance of Susan Basterfield.

We are proud of an excellent Ministry of Health Review report in 2017 and of the concluding statement “The match achieved between the values and practice of this service is very impressive. There are no requirements or recommendations arising from this report.”

We are proud to have hosted the first Leadership Exchange programme in NZ focused on person-centred practice and developing a self-managing organisation.

We are proud to have a committed, long serving talented team of 120 people that are working together on our transition to self-management whilst continuing to provide a quality service to people receiving support.

What next?


We have our teams in place and are completing our promises and team plans. We are working on our Handbook which will be completed by the end of this year. This includes creating and defining new remuneration, performance review and evaluation processes.

We are co-creating a new approach to governance with the people receiving our support through a series of hosted conversations based on Working For Change.

We are developing Community Circles for people receiving our support and within the wider community. There are a number of circles up and running and we have a 6-month plan and funding.

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Wellbeing Teams are small, neighbourhood, self-managed teams. Our purpose is to help people live well at home and be part of their community. We have teams in UK, in the North, Midlands and South of the country. The teams support older people, people with long term conditions, and communities. We support communities through ‘Circle Family’, an innovative way to connect people around shared interests. Our approach to self-management is inspired by Holacracy.

We are working with Bellevie to create and scale a new approach to home care. This is starting with our team in Oxfordshire.

Backstory


Wellbeing Teams were founded in 2016 by Helen Sanderson. Helen was inspired by reading Atul Gwande’s book ‘Being Mortal’, which inspired what she wanted to do, Fredrick LaLoux’s book Reinventing Organizations, which inspired the how she wanted to achieve this, and being part of the AltMBA gave her the courage to try.

The original idea was for Wellbeing Teams to become a social franchise. We worked with three separate home care organisations, who, one by one, told us they loved our processes, paperwork, recruitment style and meeting structure; but not self-management. In the end, Helen decided that in order to do this, we needed to set up as a provider ourselves. We registered with CQC and Helen became the first registered manager in October 2017. The first teams starting supporting people in Wigan in 2018, made possible by the financial support of our partners Making Space

What we are proud of


  • We are proud of our approach to Values Based Recruitment. We won several awards for this – the Skills for Care Award for Best Recruitment Initiative, the LaingBuisson award for recruitment, and the Guardian Public Services Award for HR and recruitment. In our first teams 60% of Wellbeing Workers have no prior experience of working in health and care and only 10% of our colleagues had prior experience of home care, demonstrating our commitment to recruiting people who align with our values and expanding the talent pool for health and social care.
  • We are also proud to be the first self-managing health and social care organisation to be inspected and rated by CQC. We were rated as Outstanding, including being outstanding in the ‘Well-Led’ criteria. Less than 4% of home care organisational achieve outstanding. You can read our inspection report here.
  • We are proud to have recruited the first Social Prescriber within a provider organisation. We went on to create Circle Family to build on this and contribute to our communities, challenging loneliness and boredom in a different way.
  • We love technology. We work through Apps, and use electric bikes, Virtual Reality, Voice technology and wearables.

What next?


Phase one of Wellbeing Teams aimed to see if we could deliver home care differently under the existing commissioning arrangements based around an hourly rate. We found that this was not possible, regardless of the hourly rate. As a result we are in phase two, working with commissioners with a radically different approach to commissioning. We are also supporting people with Personal Health Budgets, building a Wellbeing Team both with them and around them.

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