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-beingAn 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 projectMay 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 ProjectFrom 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 innovationPrompts highlight a need for social

innovationProposals where ideas are developedPrototyping where ideas get tested in practiceSustaining when the idea becomes everyday

practiceScaling growing and spreading innovationSystemic 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

1 PromptsEarly 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

2 ProposalsDH 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 SustainingConcerted 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 ScalingSome activity in

virtually all partnerships

Care homes pilotStaff support and

supervision for outcomes-based working

Recording outcomes

6 Systemic change Aim to place the

individual and their personal outcomes at the heart of policy

-  -  

= personaloutcomes approachat the heartof policy

= early SPRU work

= DH research

= initial Talking Points pilots

= development spread

= engagement acrosspartnerships