1. Scaling out: piloting to embedding
Alison Petch
Lisa Pattoni

2. 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

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

4. 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 

5. 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

6. 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

7. 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

8. What now?

9. The Process of Social Innovation (Young Foundation, 2010)

10. 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

11. 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?

12. Case study
Talking Points:
personal outcomes approach

13. 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

14. 2 Proposals
DH funded research at University of Glasgow with users researchers, – does partnership working between health and social care make a difference to the outcomes for users

15. 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

16. 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…’

17. 5 Scaling Some activity in virtually all partnerships Care homes pilot
Staff support and supervision for outcomes-based working
Recording outcomes

18. 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

19. = 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