Áiseanna Tacaíochta Introduces

Circles of Support

A Resource for Circles

January 2016Table of Contents

Introduction 1Chapter One: About Circles of Support 2Chapter Two: A Philosophy 6Chapter Three: Forming a Circle of Support 10Chapter Four: Governance 16Chapter Five: Vision Planning 31Conclusion 54

Áiseanna Tacaíochta (ÁT) has designed this Handbook as a resource for Leaders and Circles of Support. We want ÁT Leaders to really explore the potential of a Circle of Support and we hope that this Handbook helps you to do this – by sparking ideas, inspiring action and promoting teamwork and collaboration within your Circle and outside in the community. The Handbook is organised as follows:

Chapter One ‘About Circles of Support’ aims to describe and convey the purpose of a Circle of Support, including its mutual advantages to Leader and Circle members.

Chapter Two ‘A Philosophy’ looks at the philosophy underpinning the Circle presenting it as a vehicle promoting equality.

Chapter Three ‘Forming a Circle of Support’ offers practical advice to Leaders on recruiting people to join Circles such as what to look for and how to approach someone.

Chapter Four ‘Governance’ examines what is meant by the term governance and in particular good governance, and recommends roles to be adopted by Circle members.

Chapter Five ‘Vision Planning’ contains exercises which promotes positive thinking, helps to identify goals and work towards achieving them.

This Handbook encourages you to keep an open mind about the potential of a Circle of Support, it seeks to harness the strengths and skills of Leader and Circle, to promote confidence, initiative and creativity, and to encourage ambition, and the identification and pursuit of personal goals and visions.

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A Circle of Support is a group of people who meet together on a regular basis to help somebody accomplish their personal goals in life. The difference between a Circle of Support to a group of friends is that the Circle is focused on one person, and acts as a community around them.  A Circle, properly facilitated, is empowering to all of the individuals involved and, unlike many service systems, does not reinforce dependence.

The idea of a Circle of Support was developed in Canada and spread fairly quickly through North America. In Ireland, our early Circles began in the mid 1980s. Each member of Áiseanna Tacaíochta (ÁT) has their own

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What is a Circle of Support?

Circle of Support. A Circle is a support structure that is personal to each Leader and is made up of people from your local community. These people may be friends, acquaintances or people you haven’t met yet.

Under ÁT’s model, your Circle members will help you to set up and run your own company. Each person in the Circle brings their own skills and plays a different part in the company – covering everything from accounting and Human Resources to Health and Safety – so that you are fully supported in everything that you do. It is up to you to allocate roles and responsibilities to your Circle members and to ensure that you have regular meetings.

A Circle of Support comprises of volunteers. They are part of your life by choice and do not receive payment. Their role also extends beyond governance; your Circle is there to help you to use your Direct Payment to achieve your goals and to get the maximum benefit from your money.

We encourage all Leaders to engage in ‘vision planning’ or ‘discovery work’ with their Circles. This involves imagining the life that you would like to have and identifying the steps necessary to achieve it (e.g. setting short-term and long-term goals). Your Circle will support you to progress towards your goals by providing motivation, advice, ideas and local knowledge. Chapter Five contains exercises that will help you and your Circle to begin this process.

The purpose of your company - and the reason why you have asked to receive a Direct Payment - is so you can begin to take control of your own services and your own life.

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What is the reason for a Circle of Support?

Managing your own services and pursuing a better life requires support. A Circle of Support is there help you to run your company by taking on different roles and responsibilities within it; it actively supports you to make plans so that you can achieve your goals and it is there to remind you of your wider objectives and your personal ambitions and vision for your life. An important function of the Circle is to regularly re-visit plans, to keep goals insight and to ensure that your company is progressing towards what you really want to achieve.

A Circle of Support can also reinforce your connections with people in the community. People with disabilities often experience problems accessing mainstream services, organisations and groups, and are therefore less likely to encounter opportunities for socialising and creating connections with people who share common interests. When you form a Circle of Support, you are opening yourself up to the outside community and to shared experiences. Your Circle can act as a bridge to the wider community, which can lead to a more active life.

A Circle of Support reinforces our connections with people in the community while providing us with support to help us to increase our quality of life and overall wellbeing. Your relationship with your Circle is one of equality and mutual respect. They are a part of your life by choice and support you on a voluntary basis. They help you to run your company by taking on different roles and responsibilities, they actively support you to make plans so that you can achieve your goals and they are there to remind you of your wider objectives, your ambition and vision for your life. A Circle of Support is created to support and empower you and to share your journey.

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Ní neart go cur le chéileOr many hands make light work

A Circle properly facilitated is empowering to all of the individuals involved and, unlike many service systems, does not reinforce dependence. When a Leader chooses to share their lived experience by setting up a Circle, a ripple effect is created that extends to the lives of Circle members and to the people in their lives, and so on. Being part of a Circle of Support gives people the opportunity to see the person not the disability, to build a relationship and become comfortable and familiar with disability.

Circle members gain a real understanding of what life is like for someone living with a disability, the type of challenges and obstacles faced, and an idea of the inequality and exclusion that still exists. Observing this new perspective can have an informative and transformative impact. It can change thinking, attitudes expressed and accepted, as well as behaviour and practice.

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Introduction

Small Change Counts

Each person has a history and that history is full of linkages. This is true of the introvert, the extrovert, the isolated and the social animal! Since birth, each of us has been creating an intricate network of people in our lives. Our relationships and social ties range from close and intimate to distant and loose, from short-lived moments in time to lifelong connections. We are linked as humans whether it is personally, professionally, socially, virtually; as participants, service users, citizens. We are born into a society and belong to it regardless of how included we are made to feel or how much we might participate.

We are also born equal, at least in theory. For people with disabilities, the experience of inequality begins as soon as the diagnosis of ‘disability’ is made. This inequality is rooted in and reinforced by society. ‘Structural inequality’ describes structures – such as governments, health systems or institutions - that have their own inbuilt set of inequalities. Structural inequality produces advantage for some and disadvantage and marginalisation for others. It takes the form of exclusion from buildings, services, employment and transport, etc.

Society and Irish society is very much a work in progress. It is not equal or fair but we all have to believe that we can make change. At ÁT, we are trying to create structural and cultural change through our Direct Payments model. We are working to change how disability is funded and how services are delivered in Ireland – as well as the way that we think about people with disabilities. Having a Circle of Support is not only about creating personal change but is part of a wave of cultural change. ÁT see’s great potential in Circles of Support; it is a structure which offers valuable support and empowerment to individual Leaders and families, as well laying the foundation for more aware and inclusive communities. It’s up to each individual Leader and your Circle to explore its potential.

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Understanding the concept

We can imagine a Circle of Support as a series of concentric circles. As a Leader, you are in the middle; you are encircled by various people or services. The people who mean the most to you are in the innermost circle and the outer circles are similarly organised, staggered according to the strength of your personal relationship with the people or service.

Judith Snow uses a similar logic to describe a Circle of Support, explaining it as follows: intimacy, friendship, participation, exchange.

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Circle One: The Circle of Intimacy is made up of those who we share great intimacy, our secrets, and heartfelt emotions. These are people or perhaps animals or objects that are so dear to us that their absence would impact us greatly. This may or may not include family members.

Circle Two: The Circle of Friendship is made up of those people who are friends or relatives who we call upon to go out to dinner, or to see a movie, but are not those we must see regularly or those who we consider our most dear friends.

Circle Three: The Circle of Participation is the groups or organisations to which we belong, it is where we participate and interact with people. This circle could contain spiritual/religious groups, where you work, where you went or go to school, clubs, organisations, athletic teams, etc. Circle Three is a space for sowing future relationships. There is mobility attached to Circles; some of these individuals may later be in Circle One or Two!

For people with disabilities, there may be people in Circle One and Circle Four. Actually, in many instances, Circle Four runs over with people who are paid to be in our lives. Circle Three, the key circle, is often quite vacant. This is because people with disabilities experience problems accessing mainstream organisations and groups, and are therefore less likely to encounter opportunities for socialising and for creating connections with people who share common interests.

A Circle of Support can begin to fill the space in Circle Three (some Circle members may eventually enter Circles One and Two!). When you create a Circle of Support you are opening yourself up to the outside community and to shared experiences. Circle members not only help you to manage your own company, they are there to support and empower you, so that you may pursue a better quality of life. A Circle of Support can be the difference between living on the edge of community and active inclusion and participation within the community. Indeed, Circles of Support have the potential to be a person’s strongest foundation for a meaningful future.

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Circle Four: The Circle of Exchange is made up of people who are paid to be in our lives. Doctors, teachers, dentists, social workers, therapists, hairdressers, car mechanics, and the like make up the numbers here.

Snow explains that when we look at the four circles for people without disabilities, we can see that there is a relatively even distribution of people among the circles. However, if we were to look at the circles for people with disabilities we would see a very different pattern.

You can invite anyone to join your Circle of Support. It is not necessary for you to be friends with this person or even to be in contact with them. In fact, here at Áiseanna Tacaíochta (ÁT), we would recommend casting your net further afield than your current personal support network.

1. Think about people you know. Consider inviting people with particular interests, experience or

skills which you think might be relevant or useful to you and your company.

2. Advertise for a volunteer. This is a good way of widening your search. For example, you

can put an ad in a local paper or on a public notice board, or place an ad online through sites like Activelink and more.

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Who can join a Circle of Support?

There are a few practical things to consider when you are identifying possible Circle members. Choose people who live in your community, who will add value and who you think you will enjoy working with.

1. Look to people in your community. Travelling to meetings may be an issue for some so it is much

more convenient if Circle members are loosely based in the same locality.

You are more likely to increase your participation in the community if you make contacts within the community.

Circle members are likely to be more helpful if they have knowledge and understanding of local issues and opportunities.

2. Seek people with useful skills There are a number of skills which would be useful to you when

running your company, such as:Accounting and PayrollHuman ResourcesGovernanceFacilitationLife coaching.

If you know people who have these skills, it may be a good idea to ask them to join your Circle. However, it is important to recognise that this is not a requirement. The most important thing is to surround yourself with people who will do their best to listen to you and support you in the best way that they can.

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Who should I invite?

Key skills and qualities to look for include: Good listening skillsEveryone in the Circle must be able and willing to listen – to you and to other Circle members. When a Circle practices listening mindfully and with respect, diverse opinions and knowledge can be shared. This creates a thinking environment where possibilities and options are explored and discussed.

Open-mindednessCircle members should be open to learning, showing a willingness to learn from you and your lived experience of disability. They must also have the flexibility to make changes or adaptations when helping you to make plans or pursue goals.

Ability to generate ideas and solutionsCircle members work together to brainstorm ideas and solutions; they honour the commitments they make to the person and each other during their time in the circle. The work of the Circle leads to actions.

Encouragement and motivation skillsCircle members should be people who encourage and motivate others. Circles always speak the language of capacity. They seek out their own capacities, the person’s strengths and gifts, and the resources of the community, finding ways to appreciate, value and use these gifts to the full.

3. Compatibility

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Make sure that you get along with the people you identify as Circle members. You need to be able to discuss your life goals, as well as how you run your service, with each person, so choose people you like and who you see yourself building a relationship of trust with.

A mixture of personalities (and experience) can be a good thing - but remember balance is key.

Sometimes, asking someone to be in your Circle of Support can be a daunting experience. You may feel shy or awkward - and then again you may not! Either way, remember that a properly facilitated Circle is empowering and beneficial to all of the individuals involved.

It’s important to remember that: People volunteer all the time; it’s not an unusual thing!

You are offering people an interesting experience including:Insight into your lived experience of disability and an opportunity for learning A position within your company, including a role, responsibilities and the chance to be part of a teamThe chance to be part of a new and innovative approach with Direct Payments, contributing towards creating change in an empowering way.

Some people will be interested in the idea, others won’t. This can be down to the amount of spare time a person has, their priorities or simply their interests. It has nothing to do with you,

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How do I ask someone to join my Circle?

so if you receive a no, don’t be disheartened! Move onto the next person and the answer might be yes.

Invite someone who you get along with. You will be spending time with this person and you will need to trust that they can help to guide you towards your goals. It is also important that time spent with your Circle is as enjoyable and fun as it can be (while still getting the job done!).

If you do not know the person whom you are inviting, it is very important that you set up an initial meeting with this person to see if you are compatible.

Once you have identified someone suitable, the next step is to invite them to become a member of your Circle of Support. We have compiled some ideas about how to approach someone, but everyone will have their own style and it is important that you approach people in a way that you are comfortable with.

We recommend asking people face-to-face; this might involve setting up a meeting or going for a more casual approach. Some people may prefer speaking over the phone or writing an e-mail; the method is entirely up to you.

If you are meeting someone in person, it might be reassuring to have somebody with you. This person can be a family member, or even another member of your Circle. Having support will relieve pressure and will allow the other person to contribute if they feel that they can add to what you are saying.

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How do I approach a potential Circle member?

Highlight the opportunity attached with becoming a Circle member but also communicate the reasons why you need a Circle of Support.

Do not over-rehearse or treat it like a business pitch; you are inviting someone into your life, so be yourself and be honest.

Be confident!

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Becoming a Director / Circle of Support Member

As a Director/Circle member, you are there to help the Leader to manage and run his/her company. Directors have a steering role; they do not micro-manage but keep the bigger picture in mind. For example, you will assist the Leader to regularly re-visit plans, to keep goals insight and ensure that the company delivers – or is progressing towards - what the Leader really want to achieve.

Your Role as a Director/ Circle member can be divided into two functions: vision planning and governance/finance.

Vision Planning Vision planning involves supporting the Leader to use Direct Payments to re/gain control of their lives, pursue goals and live the life of their choosing. Circle members provide support to Leaders to do the following:

Identify and plan for the life that you want. Set and maintain vision. Ensure that the company delivers on what it has set out to do. Ensure company upholds its values. Encourage and empower.

Please see Chapter Five on Vision Planning to learn about supporting the Leader in this way.

Governance and financial oversightEach Circle of Support plays an important part in ensuring that the Leader’s company is fully compliant in terms of governance and financial accountability.

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o Governance

Ensure compliance with governing document (Memorandum and Articles of Association).

Establish and monitor company policies and procedures. (Templates available from ÁT)

Consider whether to appoint / reappoint staff (PAs). Ensure proper employment procedures are in place (Recruitment /

Support / Appraisal / Remuneration / Discipline etc). Ensure company has up-to-date Employee handbook (Templates

available from ÁT). Help to write progress report two times a year and send to ÁT.

o Finance

Ensure adequate financial records are kept. Ensure appropriate management of budget and resources. Ensure adequate insurance cover is in place. Ensure annual audit is arranged. Ensure accountability. Ensure that monthly and quarterly reports are submitted to ÁT.

“Governance refers to how an organisation is run, directed and controlled.Good governance means an organisation will design and put in place policies and procedures to ensure that it runs effectively.Good governance is not just about rules….it is an attitude of mind.

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Governance – what is it?

It is about the ethical culture of the organisation and the behaviour of the people on the governing body”. www.governancecode.ie

“In a small community group, governance is about getting things in place, making sure it’s clear who is doing what and making sure that all concerned are working together to a common cause”. www.governancehub.org.uk

Governance is about being in control and taking overall responsibility for the work and actions of company, in relation to:

Transparent decision making Accountability for the use of resources Exercising power in an effective and accountable way.

Good governance means: Keeping an overview of the organisation and its direction. Ensuring that the assets of the organisation are protected. Ensuring that the organisation is accountable. Ensuring that the organisation is operating legally.

The Board has COLLECTIVE responsibility It oversees the strategic direction of the organisation Ensures that the company fulfils its mission Sees that the company lives up to its values Ensures that the company remains viable into the future.

Characteristics of a Successful Board17

The Board of Directors = Governing Body

A successful Board should have the following qualities: • Willingness to learn and/or knowledge of the issues / operational

environment • Hard skills: legal, financial and management skills• Soft skills: team working, communication and problem solving• Leadership • A range of life experiences• Essential values such as honesty and integrity.

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Common law duties(created by the courts)

Statutory duties(Companies Act/Employment

Law)

Contractual duties

Act in good faith in the best interest of the company.

Provide personal information to Board (e.g. name, address, date of birth, nationality, occupation and whether you are a Director for other organisations).

Use funding in line with agreement.

Act honestly and responsibly.

Disclose personal interests. Submit monthly and quarterly reports, and timesheets if necessary.

Act lawfully and according to the company’s constitution.

Hold meetings and record minutes.

Submit progress report twice a year.

Must not use their powers for personal gain.

Organise an Annual General Meeting (AGM). Send official notice, signed by Company Secretary, 21 days in advance.

Provide contact information to ÁT.

Keep records and registers (e.g. minutes book, register of directors and company secretaries).

Notify Áiseanna Tacaíochta of any changes e.g. of new Directors/ Circle members, to Memorandum and Articles of Association, budget over runs, resource constraints etc.

Keep accurate financial records and prepare annual financial

Immediately report any formal or written complaints to AT.

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statements. Comply with employment law

and health and safety legislation.

Compulsory training for PAs include: health and safety, adult and child protection and manual handling.

Purchase adequate insurance policy (e.g. public liability cover and employer’s liability cover).

Consider participating in research from time to time.

Send certain documents to the Companies Registration Office (CRO), e.g. annual return, notice of changes.

Arrange annual audit.

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By becoming a member of a Circle of Support/Director, you are agreeing to play a part in governing the Leader’s company, helping to make sure that the company fulfils its common law, statutory and contractual responsibilities (as listed on the previous pages), and in doing so ensuring that all practice is accountable and transparent.

You are also providing valuable assistance to the Leader by taking on specific roles and duties. Distributing tasks and roles reduces the Leaders work load and leads to the more effective and efficient functioning of a company. It is also an opportunity for you to share your skills or to learn new ones, to be part of a team and to contribute your time to something meaningful!

It is up to each individual company to allocate – and create - roles and responsibilities to Circle members. In the pages which follow, we have described a number of roles for you to add to or edit as you like. These include:

Chairperson Secretary Treasurer Health and Safety Officer Staff Liaison Officer.

Other roles can be created depending on the needs of your company. They can be short term, or long term roles. Examples of other roles include:

Life coach Community connector Employment expert Head of company policies.

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Roles and Responsibilities

Chairperson The Leader will usually occupy the role of Chairperson. However, he/she may choose to appoint someone else for the benefit of objectivity. In this case, the Leader would work closely with the Chairperson.

Roleo Plan meetings and the agenda with the Secretary.o Ensures that information and advice is available to Board

members.o Leads the meeting by ensuring that:

The meeting operates in line with the agenda timings. People do not interrupt one another. Everyone’s views are heard and discussed. Clear decisions are reached, accepted and recorded.

o Ensure that Board decisions are implemented.

Relevant skills Active listening Assertiveness Diplomacy Attentiveness Decisiveness Flexibility Impartiality.

Secretary

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There are three elements to the role of Secretary. It is the decision of the Leader/Board if the responsibilities of Secretary are undertaken by one person or more.

1. Minutes Secretary o Help the Chair to plan the agenda and prepare relevant information

and reports.o Record minutes. o Circulate minutes with date, time and venue for future meetings.

2. Correspondence Secretaryo Manage and report on correspondence.

3. Company Secretaryo Ensures that the company complies with company law and its

Memorandum and Articles of Association.

o Makes monthly, quarterly and bi-annual returns to ÁT.o Makes statutory returns (Annual returns). o Keeps register.o Hold legal documents and ensure that legal agreements /

contracts are properly agreed and in-date.o Holds company seal/stampo Ensures that the company’s Certificate of Incorporation / name

plate is prominently displayed at the registered office. o Creates headed paper/ signature on email (this means that the

Company name and registered company number appears on all correspondence).

Relevant Skills Attention to detail Good numerical, organisational and time management skills

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Secretarial/administrative Written and verbal communication Teamwork.

Treasurer (optional) o Assists the board to ensure financial accountability and sound

financial management. - E.g. Budgets, accounts, records, procedures and controls, financial statements and reports, long term financial sustainability.

Relevant Skills: Strong numerical skills Attention to detail. Methodical Judgement and problem solving.

Staff Liaison Officer (Recommended)It is recommended that each Circle of Support designate a competent person within the Circle as the Staff Liaison Officer. S/he would support the Leader in duties relating to the management of staff, as well as being an additional person whom staff could consult with if issues arise. One of the main advantages of a Staff Liaison Officer is the objectivity they would bring – which would be of benefit to both Leader and staff.

Role Familiarity with contents of Employee Handbook.

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Ensure Employee Handbook is signed by all employees, to signify acceptance of terms and conditions of employment.

Ensure employment records – or personnel files are kept in relation to all employees1.

Sit on recruitment and interview panel. Ensure each employees receives a contract of employment and

signs it. Ensure each staff member receives a copy of their job description. Review job descriptions annually during the employee’s appraisal

and update as required on the agreement of both the employee and the Leader.

Take part in staff appraisals with Leader. Notify the employee in writing of his /her satisfactory completion of

the period of probation. Ensure that staff monthly time sheets are submitted to ÁT on the

correct date. Keep record of staff annual leave and time in lieu. Calculate working time/rest time if staff are in secondary

employment.

Health and Safety Officer (Recommended)

It is recommended that each Circle of Support designate a competent person within the Circle as the Health and Safety Officer. A Health and Safety Officer may consult with and/or express concerns to the Leader or the Circle on safety, health and welfare matters relating to the PA’s in the place of work. The Leader must consider this information and act on it if

1 This will contain all relevant information including address, telephone numbers, emergency contact details, contract of employment, timesheets, salary increments, annual leave, sick leave details, medical certificates, records of appraisals, disciplinary or grievance procedures, review notes, etc.

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necessary. The intention of these consultations is to prevent accidents and ill-health, highlight problems, and identify sustainable solutions.

The Health and Safety Officer must be provided with the appropriate training and information.

Role Carry out risk assessments (includes identifying hazards and

risk control). Template available Prepare and implement company safety statement.

Template available Carry out health and safety inspections (while providing

appropriate notice to the Leader). Ensure PAs receive health and safety training for the

workplace. Accident investigation, recording and analysis. Report serious incidents to the Health and Safety Authority

(any accident that results in a Personal Assistant missing three consecutive days at work, not including the day of the accident). Incidents should also be reported to ÁT’s Managing Director.

Health and Safety Officer Checklist

Risk Assessment Manual handling Driving for work Impact of night work and shift work. Pregnant employees

Safety Statement Communication / implementation of policies:

Administration of Medication Policy.

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Smoking, Drugs and Alcohol Policy Night Work and Shift Work Policy Driving for Work Policy Dignity and Respect Policy Infectious Control Policy

Training Health and Safety Manual Handling Fire Safety, including proper use of fire fighting

equipment. Administration of medication/consent form

signedNotes

1. Preparationo Leader agrees the agenda with the Secretary.o Secretary circulates agenda and any other relevant

documentation in advance of meetings

2. Running the Meetingo Ensure that a quorum is present to approve decisions.o Note apologies (from people who could not attend)o Structure the meeting according to the Agenda (approval of

minutes of last meeting, matters arising…)

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Effective Meetings

o Encourage participation / clarify the discussion and manage the decision making

o Record minutes during the meeting. Keep them concise but make sure the who, what, when, where and how is captured.

o Agree on a date for next meeting and close.

3. Follow-up between meetings o Create action lists to ensure that everyone is aware of any

tasks arising from the meeting o Delegate responsibilities to ensure that any work is evenly

spread among the Board/Circle.

Key questions to ask yourself:1. Do I know what is being decided?2. Is all the necessary information available?3. Where can I go with a question or worry?

Common problems with Board Meetings• Poor communication within the group • Lack of preparation - no clear agenda / objectives • Poorly chaired• Lack of participation • Time management• Lack of decision making• Personal agendas / conflict.

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As a Leader, you have choice and autonomy in relation to how you organise your time and schedule, in setting goals, making plans and pursuing your personal ambitions. The members of your Circle of Support are here to support you to run your company; you can all come together to ensure that you are supported to live the life of your choosing - as an active and equal citizen in your community.

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Introduction

Sometimes we can feel stuck or even a little frightened and intimidated when we think about achieving goals or starting a new activity or project. This is where your Circle comes in; everyone needs a push to move forward and to keep moving. We have designed a number of exercises that will prompt Leaders to be more reflexive and focused, to think about their personal potential as well as the potential that can spring from Direct Payments and Circles of Support. Exercises include:

1. From Strength to Strength.2. Scaling.3. Operation Transformation: Turning self-limiting beliefs into

empowering beliefs.4. Mindfulness and Negative Self-Talk.5. Vision Boards: Finding Your Motivation.6. Building Confidence and Measuring Success.7. Commitment Cards.

We ask everyone to embark on these exercises with an open mind – some may not be relevant to you – or indeed may appear cheesy! – but we see them as both an effective and valuable resource. They will prompt you and your Circle to make considered plans that will work for you. Engaging in vision planning with your Circle will also help to create and define a common purpose and specific goals to work towards.

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We all have skills, strengths, qualities and interests; as we grow older and gain experience, these may change, along with our outlook on life. It is important to recognise that we are continually developing and indeed, that we are capable of developing and creating change in our lives.

Very often, we forget our younger selves, how we were in a specific moment in time. It can be useful to recall the past in order to illuminate the present and the journey travelled. In this exercise, we are going to consider our development over the years by looking at our past and our present and by making links between the two.

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Let us begin by answering the following questions in relation to a specific time in your past, for example, when you were a teenager:

1. What were you good at?2. What were your strengths?3. What would other people (your friends and peers) say that they

liked about you?4. What would people say you were good at, i.e. your strengths and

qualities?5. What did you like about yourself?

Some of our skills stay with us throughout our lives, while others are new skills we gain from our experiences. The purpose of this exercise is to remind ourselves that we continue to learn and to develop throughout our lives. This can happen on a conscious or unconscious level – or this can come with effort and planning. This knowledge should be empowering and activating; it should give you confidence, encouragement and motivation.

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Next, let’s take a look at your life now; concentrating only on your positives and strengths:

1. What have you learned since you were a teenager? 2. What are your current strengths, skills and qualities?3. How has your life changed for the better? 4. What part of your life have you improved?5. What do others describe you? What do they say that they like

about you? 6. What do others say your strengths and skills are?

After checking-in with past ‘you’ and present ‘you’, consider the following:

1) What is the common themes that extend from your childhood to the present?

2) What skills and strengths have you possessed throughout your life?

3) What new skills and qualities have you gained? 4) What do people like about you that is different from when you

were younger?

Measuring your life on a scale can give you the advantage of visualising yourself from a different perspective/ It enables you to examine your current situation, put it into perspective and perhaps find solutions to challenges and barriers.

The following questions are simple and highly effective. They can be used on your life as a whole or by splitting your life into smaller sections. While answering the scaling questions, record your answers on the scaling sheet and review them once you have completed this exercise. (The higher the number the better or more positive the position).

I. Where on the scale would you say you are right now?

II. What is happening now in your life for you to be that number?

III. Are you happy to stay at the number you are on today? Why?

IV. Where would you realistically like to be in the next few days or weeks?

V. Have you ever been lower down the scale? (Draw a circle around the number that represented you) How did you stop yourself going further down the scale? How did you climb to a higher number?

VI. Where were you on the scale several days ago? (Draw a circle around the number that represented you)

VII. Where were you on the scale before you started to think about your actions and behaviour and doing things differently? (Draw a circle around the number that represented you)

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1 2 3 4 5 6 7 8 9 10

VIII. Have you ever been higher up the scale? (Draw a circle around the number that represented you)

IX. What were you doing differently when you were higher up the scale?

X. What number higher up the scale would you like to be on? (Draw a circle around the number that represented you)

XI. How will you know when you have reached a higher number – what will be happening?

XII. What would it feel like if you were always a high number on the scale?

XIII. What do you need to do, to move one more number higher up the scale?

XIV. What can stop you from sliding further down the scale?

XV. What lessons have you learnt, that will be useful now from being further up or lower down the scale?

XVI. What else can help you move up the scale?

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1 2 3 4 5 6 7 8 9 10

Me before I decided to ask for support to achieve what I want in

my life

I will know I am at Nine as I will continuously take small steps to

achieve my goals & I will ask for help when I need it

Me Now – I feel I have moved forward and I know I have the abilily to keep going. I am looking forward to the future.

With a bit of practice, we can change the way we think and approach things turning self-limiting beliefs into empowering beliefs.

Start small and simple; what are you happy with in your life? Make a list of the positive things that you already have in your life and the negatives things that you have but don’t necessarily want.

Separate the good and the bad by creating two lists:

1 (a) Positive things I have in my life:1. Control of my funding to run my own PA service2. ____________________3. ____________________4. ____________________

1 (b) Negative things I have in my life that I don’t want/ things I am not good at:

1. A boring job2. _________________________3. _________________________4. _________________________

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Part One: Assessing the Present – the Good and the Bad

Part Two: Identifying Goals

Next, think about your goals, what you would like to achieve in the short term and in the long term. Or by referencing Part One of the exercise, we can think about it like this - how would you like to progress the positives that you already have (1a) and further distance yourself from – or even eliminate - the negatives (1b)? It is also useful to think about the things which are not your goals, things that you do not want, and are thankful that you don’t have. These can be general things like a serious illness or things that are specific to your interests – such as ‘I don’t want a job in I.T.’

2 (a) Goals: What I want (but I don’t have yet)1. Apply for a job/plan a holiday abroad2. _____________________________3. _____________________________4. _____________________________

2 (b) What I don’t want (and don’t have)1. A serious illness2. ____________________________3. ____________________________4. ____________________________

After completing these lists, reflect on the following questions:

1. Which list was easiest to write?2. Which list did you relate to most?3. Which list made you excited?4. If you could change or delete some of the second list (Negative

things I have in my life that I don’t want), would you still want to make changes in your life?

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Part Three: Re-framing and Changing our Beliefs

Look at 1 (b) and re-word each statement turning it into a positive/ progressive solution. For example, ‘I don’t want a serious illness’ is re-written as I will take the necessary steps to ensure that I don’t become seriously ill by eating healthy meals and taking regular gentle exercise in whatever way I can to take care of my body.I don’t want a job in I.T. can be re-written as – I will not study or apply for jobs in I.T. - or anything that does not interest me.

You can now move all your new statements from the “I Have and I Don’t Want” list to “Goals – I Don’t Have and I Want”

To change your beliefs, we need to investigate the evidence that supports your limiting beliefs – why do you think this? By gathering the evidence, we can then question and challenge it. Look for generalisations; create doubt in your belief.

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EvidenceBelief

Part Five: Examining the Evidence

Evidence

Evidence

For example, take a statement from your list in 1 (b), for instance, ‘I am not good with numbers’. Look at the evidence which supports this belief and map it using the structure outlined in the diagram below.

Investigate each piece of evidence; challenge its accuracy. For instance, in relation to the evidence, ‘I always failed Maths tests in school’ in the sample below, ask yourself the following questions:

1. How many times did you actually fail Maths?2. Would it be more accurate to say; I never did as well as I wanted?

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Evidence

I panic when I don’t have a calculator

I am not good

with numbers

My sister was always quicker to

understand Maths

I always failed Maths tests in school

Evidence

Evidence

Now it’s your turn, write down each of your limiting beliefs and the evidence you have to support them. For each one, write down three questions that you can ask yourself to challenge this belief.For example: Evidence 1

1. _________________________2. _________________________3. _________________________

Our mind never sets out wanting you to have a hard life; we can presume that there is a positive intent for every thought and belief that you have. Limiting beliefs are often formed by your unconscious mind to protect you in some way; your limiting belief may have been adapted through past experiences, repeated negative comments (from yourself and others) or developed in response to your environment. Your mind, rather than having you repeat a distressful experience, will allow you to believe it’s not worth putting yourself through it again.

For example, you have written a book but publishers are rejecting it. You don’t want to go through this negative experience again and you will start to believe “I will never get my book published” and stop yourself from approaching other companies, keeping you safe (short term pleasure) by not feeling rejected.

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Part Six: Forming New Beliefs

To give yourself perspective and to challenge these limiting beliefs, you need to ask yourself the following:

1) What is my limiting belief stopping me from doing? 2) Is my limiting belief doing more harm than good? 3) If I had a new belief or could change a limiting belief would this help

me move forward? 4) Would I be happier? 5) Would I feel I have more choices?

List your self-limiting beliefs and replace them with empowering beliefs, giving yourself new options.Examples include:Self-limiting EmpoweringI always make mistakes

I always learn from anything that does not go to plan.

Life is hard Life is full of challenges that help me to move forward and grow

Add your self-limiting beliefs below and replace them with empowering beliefs.

Self-limiting Empowering

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When you think negatively or practice negative self-talk, you can stop yourself from being successful. The little voice in your head can limit your goals, self-esteem and aspirations but by taking control and managing these thoughts, you can change this voice and increase your chances of being more successful.

The following steps are designed to help you to become more mindful of negative self-talk – to recognise when you do it, and to minimise and eliminate it by describing it and putting it into perspective.

Think back to a time when you crippled yourself with some negative self-talk – or identify some negative thoughts that are holding you back right now.

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1. Notice, where does this voice come from? Is it on the left or the right hand side of your head? In the front or the back of your mind? How loud is the voice? Normal, softer or louder? Become aware of what make this voice negative.

2. If you could turn this voice into a shape, what shape would it be? A square, triangle, circle or any other shape?

3. If you can’t turn the voice into a shape, imagine you were someone who could turn the voice into a shape – what shape is your voice?

4. What colour is your shape? Is the shape in the same place the voice was?

5. Slowly move the shape away from your head, down towards your shoulder - how does it feel now? Most say that it feels less powerful, do you agree?

6. Allow the shape to move from your shoulder down your arm towards your elbow, how does it feel now? Is the negative emotion vanishing?

7. Let the shape continue further down from your elbow to your hand; notice how your negative emotions loses strength the further down the shape goes. Move the shape to your leg; at its own speed, allow the shape to drop down from your leg to your knee – how does it feel now? Less powerful?

8. Move it from your knee to your foot, is the negative feeling vanishing? With the shape on your foot, how do you feel? Do you feel more positive?

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9. Finally, allow the shape to fall onto the floor – what do you want to do to the shape? Kick it away? Stamp on it? Put it under your chair?

10. Move the shape so you can’t see it - now how do you feel? Have all the negative emotions vanished? Most say they vanished a long time ago.

Try this exercise three times and notice how it gets easier and quicker to remove the negative voice each time you try it.

Most people are motivated by visual stimulus. This exercise involves examining the way in which you are motivated and creating vision boards that will tap into this and motivate you towards your goals.

Firstly, think about your life. What is important to you? (in your career, relationship, etc.) For example, family, friendship, stability and money.

List these in order of importance:

1.2.3.4.5.

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In relation to each point, give at least two reasons for your answer. Which of these things important to you?

1.

I.

II.

What is your underlying Motivation?

Broadly speaking, there are two types of motivation – motivation ‘towards’ something or motivation ‘away from’ something; for instance, pleasure or pain; the carrot or the stick! This exercise does not look to change the way in which we are motivated but to identify it. Knowing your motivational direction can give you focus and help you to achieve your goals.

Our underlying motivation involves looking towards pleasure or getting away from pain. For example, someone who has decided to go on a diet will be motivated by moving towards “wanting to be thin and healthy” (i.e. pleasure), or moving away from “being fat and unhealthy” (i.e. pain).

Re-read your three answers and check what words (‘towards’ or ‘away from’) you have used using the guide below.

Find your motivation in language

People who are motivated “towards pleasure” use words, such as:

Attain Gain Achieve Get Include

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Towards Can’t wait to get there Accomplish Reward End Result Goals.

For people whose underlying motivation is pleasure, they are often motivated to achieve or attain goals and might have trouble recognizing problems. They also tend to be good at managing priorities.

People who are motivated “away from” something negative use words, such as:

Avoid Exclude Recognize Problem Don’t like… Trouble Shooting Fix Steer Clear of Prevent Solve Fix Prohibit.

For people whose underlying motivation is moving away from or avoiding pain, they are often motivated by what should be avoided and by solving problems. They are energised by threats and deadlines.

Motivational Direction Goals

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Now that you are aware of your motivational direction, think about your goal.

Why do you want to achieve this goal? Are you getting away from pain and moving towards pleasure?

Remember, there is no right or wrong motivational direction. The power is knowing how you are best motivated and using this to help you to achieve your goals.

Next, you are going to create an image board. An image board is a collection of images of all the things you want (if you are ‘motivated towards’) or don’t want (if you are ‘motivated away from’). For example, imagine your goal was to be rich because you want a nice house, a big car, stability, regular holidays (motivated towards), find pictures of all these things and stick them to your board.

Here are some tips for creating your vision boards:

Be specific - if you want a holiday, add a picture of the destination you want to go to.

Get crazy creative! Cut out pictures from magazines, draw images, add stickers text, photos - anything you like!

Use negative images for motivation. What we mean by this is that if your underlying motivation is to move ‘away from’ something, find images of the things you wish to distance yourself from and include them on your board. For example, if you want to be rich because you want to get away from being poor, having no money, having to wear the same old clothes, struggling to buy food, never being able to go on holiday, find pictures that represent what you want to get away from and add these to your board.

Put your new image board somewhere you will see it every day to keep you motivated to achieve your goal/s.

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This exercise is a practical tool to help you to measure your success and to make changes where necessary. It will help you to build confidence by working towards your goals using the following seven steps:

1. Trial whatever you wish to do. 2. Seek feedback from your Circle. 3. Consider the feedback you have received. 4. Based on the feedback and your own reflections, make the

necessary adjustments and changes.5. Measure your level of success now - have you reached your

goal?6. Yes? Keep moving forward and improving. Continue to measure

your success in relation to your new goals.7. No? Evaluate your learning and begin the process again.

Example:Target Training for a 10Km run

- Training for 6 months.- Aiming to complete it in 1 hour, 45 minutes.

Trial Completed it in 2 hours, 10 minutes.Feedback Positive feedback from coach, also identified areas for

improvement.Check Analyse performance by talking to club members and

coach.Adjust Adjust training schedule and diet as advised by coach.Success Completed 10km run 4 months later in 1 hour 40

minutes.

TargetTrialFeedbackCheck

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AdjustSuccess

It is often easier to let ourselves down than it is to let others down. This means that many people are more committed to others than to themselves. This exercise plays on this tendency making it work in our favour!

Over to You:

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1. Identify one goal as well as a deadline for achieving that goal. For example, “I will give up smoking by xx/xx/xxxx”; it is important to write down the date. Write your goal on 5 pieces of card.

2. Give a card to each member of your Circle of Support – or to 5 people you trust and respect, people you don’t want to disappoint.

3. Tell these 5 people about your goal and the deadline you have set; ask them to check-in with you regularly and ask you how you are getting on. This holds you accountable and motivates you to achieve your goal.

4. On the goal date, each of the 5 people will contact you to ask if you have achieved your goal.

We hope that this Handbook has been of interest and of use to you.

We recognise that ÁT Leaders are at different stages in terms of confidence, motivation and empowerment – as well as at different stages of membership – you may be new to ÁT, or if it’s okay to say, you may be an old hand at Direct Payments! Whatever the situation, with the Handbook, ÁT has aimed to re-position and elaborate on what we think the purpose of a Circle of Support is, and in doing so, to convey the enormous potential we believe is there to be explored and exploited!

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Conclusion

We see this handbook as a resource for Leaders and Circle members – whether it helps you to get your head around the idea of a Circle of Support, governance responsibilities, or how to use Direct Payments to enhance quality of life and pursue your personal goals. We hope we have encouraged you to approach a Circle of Support – and Direct Payments - with an open mind, to see both as an opportunity and as a springboard for something bigger and better.

Introduces Circles of Support

Áiseanna Tacaíochta Chase House, City Junction Business Park, Northern Cross, Malahide Road, Dublin, D17 AK63.

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Áiseanna Tacaíochta is a Charitable Company Limited by Guarantee Charity Registration Number CHY 19324 (Ireland) | Company Registration Number 489 250

Telephone: 01 525 0707 Email: info@theatnetwork.com Website: www.theatnetwork.com

Published January 2016.

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