IRISS Champions Event 2014

In a world of complexity …

What is our contribution?

IRISS’ outcomes

• Embed a culture of collaboration, open to new ideas

• Ensure everyone has the knowledge, tools and skills to effectively use evidence and innovate

• Place people at the centre of the design of services and support

But how can we know?

CA gives us a pathway

And six steps to follow

CA = Six steps

1. Define the issue and create a cause/effect question2. Develop a theory of change/logic model and the risks to its success3. Generate evidence4. Write a ‘contribution story’ 5. Test the story and collect more evidence6. Revise strengthen and share

We’ve built our own approach to CA

We use a set of tools

Collaboration

Logic models

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Pilotlight Pathway Three

Wh

at d

id w

e d

o?

A range of participants from pratice, people

who access support, provider

organisations

8 Workshops: Pilotlight

Pathway 3

Co-Design approach which focuses on user

needs and develops concerete solutions

Wh

at

ha

pp

ens a

s a

re

su

lt?

Participants develop new contacts and relationships Participants are

supported to develop their own business idea/plan

We work collaboratively to design solutions

to user needs

We develop products which

support people to develop their

existing supports and overcome the

barriers to starting a new

business

We model new ways of working (expand on this)

Participants develop a lasting

network

Inte

rmed

iate

ou

tcom

es

We identify barriers and enablers to

people using SDS to start a business

Attitudes identified that

hinder access to self-directed support and encourage

organisations to overcome these

barriers

We lead thinking on designing

better services

We prompt Organisation to

embed new ways of working

Collaboratively designed and

produced servcies and

support

Sho

rt-t

erm

o

utc

om

es

Interviews

To tell a …

Including the risks!

Create some discussion

To test out our narrative

To make something is closer to a …

Pathway to impact

Examples: Supervision and Champs!

supervision project

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Changes in knowledge, skills or capacityActivities Changes in awareness Changes in behaviour or practice

Five partners + IRISS

Partner capacity to support peer-learning and to

develop and carry out a small-scale

intervention

Evidence on outcomes-

focused models of support and

supervision from IRISS

Partner knowledge about current models of supervision and barriers/supports

to outcomes-focused ways of

working

Group-based peer-support with

developing supervision in the

sector

Small-scale interventions in

the sector to develop

supervision

IRISS values the model of group

learning as a way of learning about peer-support and

adapts as necessary

Partners and IRISS value the peer-support on supervision and

share challenges/enablers

throughout

Partners value their intervention

as a useful way to change practice and embedd a

culture of outcomes-

focused working

Partner organisations

value and support the intervention

IRISS learns about barriers/

enablers to peer-support and

develop a model for group learning

Partners and IRISS learn from one another and share resources

and ways of working

Partners and partner

organisations learn about their

own model of supervision and

develop a response which

improves supervision and

achieves some of their outcomes

New knowledge about using a model of peer-

support to create culture change

New knowledge about supervision

models in the sector

Improved capacity

(resources, skills) for outcomes-

focused supervision

Outcomes-focused thinking

is more embedded in

partner organisations

IRISS uses learning from

project to develop its approaches to projects as well as new work on

peer-support and/or outcomes

Small-scale interventions in supervision are adopted more

widely in practice

Outcomes-focused ways of working adopted more widely in

practice

Inputs

Inputs

activities

changes in awareness

changes in knowledge, skills, capacity

Changes in practice

What’s it really been like?

Another example – Champs!

IRISS is the lynchpin◦ They bring everyone together

◦ Everyone is working in isolation - no one has the time to bring everyone together

◦ IRISS is our facilitator - gets the conversation started, but doesn’t monopolize it

◦ ‘Yes and’ approach - Don’t think I’ve met anyone at IRISS who didn’t say ‘yes, and...’

◦ Its less about being critiqued - compared to engaging with SSSC, Care Inspectorate and others

◦ IRISS is in a unique position

Send electronic versions out to staff “but don’t get emails back (and wouldn’t expect to)”

Will write a bit of a blurb if its about a project and IRISS is recruiting or soliciting involvement

I don’t do a whitewash

Put the paper versions in the lunch area

The good thing about the paper resources is that people are more likely to read them

The electronic communications can get lost in other priorities in the inbox

Changes in awareness◦ It’s valuable to be in a network of like-minded people

◦ So I don’t feel alone

◦ I’m learning a lot, but haven’t done anything with it yet –although I’ve recognised the to create more space in my role to think strategically

Changes in practice◦ Using IRISS resources in training and teaching, e.g.

Leading for Outcomes Guides

◦ Feeding back to IRISS – “two-way communication” about future projects and feedback on current work

At [our organisation], we strive for innovation and creativity but I also know we go around in circles

For example - we’re now dealing with the fourth generation of families who live with deprivation -we’re not breaking the cycles

A body like IRISS works on your behalf to strengthen that common voice

We’re struggling to survive - don’t use all the knowledge and expertise that we should do -time is an issue

The work we do could be more far-reaching

IRISS is up-to-date - aware of the current issues

Range of ways they’re communicating

Value the innovation, but haven’t engaged as greatly with that side

IRISS is a source of support - they know how to do things - when you’re struggling they can tell you what’s going on in other areas

IRISS is a trusted source -I hope it continues for a long time to come

We know it takes a long time to engage in knowledge, evidence and innovation - it’s such a huge change to embed that amongst practice

Never been quite sure what I’m supposed to do

Time is a major barrier - something has always gotten in the way

We’re quite innovative as an organisation - don’t need to be pushed

Will flag IRISS resources up and put them out to the teams – but I don’t work with practitioners directly

Insights - always find the resources really useful

IRISS ONs - not sure about them - not telling me anything I didn’t already know

So much information - a pack a week (!)

Load of IRISS stuff is on the tables - still sitting about

We missed some opportunities with IRISS lately due to changes in organisations

There’s plethora of people to help you - the landscape can be a bit cluttered

For example – SSSC is supporting leadership and other organisations offering support with SDS

Leadership, working with carers, outcomes, supervision - the organisation isn’t ready to engage with all of this

As a Champ, I raise awareness - get people to engage – I can influence the organisation

But can only deliver so much

Longer, more in-depth, conversations

Invite IRISS to the monthly meetings - always bring life and meaning to the discussions

We should meet throughout the year

Champs events help keep the momentum going

More?

Where do we want to go next?

Multiple roles in different organisations or senior strategic roles

Role tend to sit between organisations

Suits the sharing of information acrossorganisational/sector boundaries

Champs can see opportunities as well as barriers to innovating, using evidence, etc.

Can build relationships between workplaces

Can be flexible and develop work in multiple organisations/areas

Sit between senior level strategy and operations

One role that spans different parts of an organisation

Role is suited the dissemination and sharing of good practice information across the organisation

Can work on small-scale practice developments and/or organisation-wide strategic developments

Receives feedback from across the organisation

Atends high-level strategic meetings but can also interact with practice

Learning/development roles

Harmonies between practice development role and Champion role

Professional role involves consideration of barriers and enablers to learning and practice change - can involve learning about developments in the sector

In training role - has direct responsibility for changing practice

Multiple relationships across different practice departments

Photo credits

• Complexity 1 from nerovivo

• Bamboo complexity from taufuuu

• Blue tunnel from fontos von carlos

• Pathway from davi ozolin

• Upstairs from josef stuefer

• Construction from learn from build more

• The right tool from emily

• Risk from carnagenyc

• Test fro dave bleasdale

• Story from duncan c

• True story from ncindc