Scaling out: piloting to embedding Alison Petch Lisa Pattoni

Introduction the challenge: from margin to mainstream exploration through two case studies learn from you of how we can grow initiatives to scale: what you need from us and from others

Using assets to promote well-being An IRISS – East Dunbartonshire project

Assets for mental health: anyone or anything in your life and community that can contribute to the promotion of positive mental health and well-being 

Proof of Concept project May 2011 – October 2011 Worked with individuals in one-one discussions to test out the process of creating individual asset maps In three workshops, worked with groups of people who use services and practitioners to map the assets in one area: Kirkintilloch Analysis of the outputs from both of these Created an online map featuring assets that keep people well – from the eyes of the user Produced recommendations regarding gaps and opportunities for service improvement

Prototype Project From May 2012 – December 2012 Working with practitioners across health social work and voluntary agencies to support their understanding of strengths based approaches Working on 1-1 interactions to develop a digital tool with specific focus on strengths of individuals (link to SDS/ outcomes) 15 community workshops and drop-in sessions to identify community assets in wider villages 10 lunchtime seminar/drop in sessions available to community groups

Key factors enabling implementation Practitioner leads on the project People who use services instrumental in the design of the project Leadership from both social work and health Joined up focus with key community agencies Combination of skills and expertise from partners and IRISS A commitment to being flexible, open and being honest about mistakes

What now?

The Process of Social Innovation (Young Foundation, 2010)

6 stages of social innovation Prompts highlight a need for social innovation Proposals where ideas are developed Prototyping where ideas get tested in practice Sustaining when the idea becomes everyday practice Scaling growing and spreading innovation Systemic change involves re-designing and introducing entire systems & usually involves all sectors over time

Group discussion What would convince you to take this project/concept on board? How would you convince others? What would you need to implement this in your organisation (internal and external)? What could IRISS do to help you? What would the barriers to scaling up be?

Case study Talking Points: personal outcomes approach

Early work pre 2005 by Qureshi and colleagues at the Social Policy Research Unit, University of York with older people: identification of three types of outcomes – quality of life, process, change 1 Prompts

2 Proposals DH funded research at University of Glasgow with users researchers, 2004-6 – does partnership working between health and social care make a difference to the outcomes for users

3 Protoypes Two researchers join JIT in 2006 and support seven pilot sites in developing UDSET Evaluation by GSSW in 2008 – reframing as an approach rather than a tool, Talking Points

4 Sustaining Concerted programme of engagement by JIT across 32 partnerships to embed organisational approach to embedding outcomes – TP leads Evaluation by IRISS: ‘We’ve got to talk about outcomes…’

5 Scaling Some activity in virtually all partnerships Care homes pilot Staff support and supervision for outcomes-based working Recording outcomes

The individual and their personal outcomes 6 Systemic change Aim to place the individual and their personal outcomes at the heart of policy   The individual and their personal outcomes SDS Carers' strategy Integration CCOF Dementia strategy Personalisation SOA

= personal outcomes approach at the heart of policy = early SPRU work = DH research = initial Talking Points pilots = personal outcomes approach at the heart of policy = development spread = engagement across partnerships