1. STRETCH2ENGAGE
Developing a great service engagement culture within Queensland’s alcohol and other drugs & mental health services.

2. Welcome Stretch2Engage Design Lab

3. Stretch2Engage ‘what’s it all about?’

4. Flip the
Question

5. How can my organisation more effectively engage?
How can we enable people with a lived experience, families , carers and friends to engage with us?
How can my organisation more effectively engage?

6. The stretch2engage story to date…

7. Services that engage well….
Recognise that service engagement can in part redress power imbalances between people that provide services and- people who use, have used or may use the services being provided.
Ensure that they engage with many, diverse voices, foster robust discussion and do not retreat from disagreement as this can lead to innovation, …
Have a go, even if their service engagement strategies are not perfect, using everyday methods, ideas and resources already available to them.
Recognise service engagement activities as being distinct from service provision activities.
Take responsibility for initiating and leading service engagement activities.
Engage prior to developing or redeveloping services to facilitate co-design.
Commit to recognizing and utilizing the expertise of those who use the services and other community members who the organisation seeks to serve.
Use the wisdom and expertise of unique local community groups to ensure that the engagement processes employed are culturally safe, relevant and appropriate.
Seek feedback on service engagement processes, recognising that the effectiveness of service engagement is measured through the experience of those being engaged.
Create an organisational culture that values and is committed to service engagement practice.
Ensure that engagement activities are relevant, stimulating and energising for people involved.
…although good service engagement does not necessarily equate to the number of participants involved.
Engage prior to developing or redeveloping services to facilitate co-design.

8. Stretch2Be
Creative
Stretch2Be
Champion
Stretch2Be
Collective
Stretch2Be
Comprehensive
Stretch2Be
Clear
Stretch2Be
Curious
Stretch2Be
Committed

9. “Eager to know or learn something”
Stretch2B Curious
“Eager to know or learn something”
Example PRACTICE PRINCIPLE .
Design powerful questions for the purpose of (i) raising new possibilities and (ii) challenging the beliefs that solutions are already fully known. Resist engagement processes which focus solely on asking people what they want.

10. Stretch2B Clear
“Initiatives are transparent in their reason and are easily understood.
EXAMPLE PRACTICE PRINCIPLES
Appreciate that the contribution that people make to service engagement is valuable and being clear in purpose minimises the risk of wasting people’s time and personal resources.
Resist utilising people’s participation in service engagement activities as a way of monitoring personal progress . Generate information and ideas for the sole purpose of service improvement and service design. .

11. Stretch2Be Champion
Vigorously lead, promote and support the organisation in their engagement initiatives
PRACTICE PRINCIPLES
 Actively initiate engagement. Resist relying on people to engage .
Understand failure to engage with people is a problem of the service not the people the service is trying to engage. .

12. Use of imaginative methods to evoke new ideas.
Stretch2B Creative
Use of imaginative methods to evoke new ideas. ”
EXAMPLE PRACTICE PRINCIPLES .
Design multiple engagement strategies. Acknowledge people prefer to engage in different ways and design engagement processes to match.
Resist using a single engagement approach.
  .

13.     .
Stretch2B Collective
Intentionally seek out and engage people from diverse backgrounds and experiences
PRACTICE PRINCIPLES
Seek the cross-fertilisation of views and ideas from a wide audience, including people accessing services, families, significant others, staff, external stakeholders & the wider community. Resist hearing from and responding to single groups.
Resist utilising “service representatives” as the only mechanism for hearing diverse views and ideas and seek wide involvement and participation to co-design better services.
Resist using paid staff representatives to act as a proxy for voicing the needs and views of many diverse individuals and approach people using services as having expertise and good ideas. .

14. Stretch2B Comprehensive
    .
Stretch2B Comprehensive
Willing to explore all aspects and embrace divergent views.
PRACTICE PRINCIPLES
Embrace the complexity of diverse views discovering ways to move beyond the status quo. Resist disregarding conflictual viewpoints by providing simplistic responses to complex challenges.
Resist supporting ‘maintenance’ or business-as-usual thinking by only engaging people with similar views and intentionally invite people, with different backgrounds & experiences, to bring critical thinking to strengthen & test new ideas. .

15. : Pledge to ongoing service engagement initiatives.
    .
Stretch2B Committed
: Pledge to ongoing service engagement initiatives.
EXAMPLE PRACTICE PRINCIPLES
View engagement activity as a key component of a sustainable service.
Resist disconnecting engagement from its core business by only valuing it for the purposes of service promotion or accreditation activity
Only offer genuine engagement invitations. Resist asking people to simply rubber stamp pre-determined options.
Value people’s narratives as important to service direction and view the effectiveness of engagement in how it is experienced.
Resist relying on quantitative data and observational reporting alone to determine service relevance to people lives. .

16. Thinking about the ( 7) Stretch2 Engage domains… (i) Which areas are our strength areas, and (ii) Which areas do we think we might want to get stronger at?

17. Permission to Stretch Resisting the Status Quo

21. Service Engagement Analysis
AS IS
TO BE
What stops us?
(knowledge, skills, fear, practical support, self belief. other people, confidence, low expectations etc.)
What are we prepared to do differently in order to have what I want?
What might fail us in our leap? What are the risks of this happening ?
What internal and external resources, supports, training would assist us ?
Who/ What might we need to engage to assist our success?
How would we currently describe our “AS IS” service engagement activity and commitment?
Whose thoughts do we hear and whose do we struggle to hear?
How do we use the results of our engagement to stretch our practice and service design?
How do we provide feedback to those that have provided it as to how we have utilised it?
Thinking about the ( 7) Stretch2 Engage domains; Which areas are our strength areas and which areas do we think we might want to get stronger at?
How would we like to describe our TO BE service engagement activity?
Why?
What are the gain points of being here?
Are there any pain points we could experience?
How will we recognise here?
What will people who access our services, say about how we undertake our service engagement activity?
Our Gaps

22. Our Service Engagement Analysis
AS IS
TO BE
Our
Gaps

23. Lunch

24. Ideating What do you need to implement S2E in your service?

25. How might you get a person from point A to Point B when there is 800m barrier in between?
800 metres

29. S2E Evaluation

30. Our Elevator Pitch

31. Where to from here…

33. We would love your feedback…

34. Thank You