IMPACT: Improving Adult Care Together
Lead Research Organisation:
University of Birmingham
Department Name: Social Work and Social Care
Abstract
IMPACT stands for 'Improving Adult Care Together'. It is a new £15 million UK centre for implementing evidence in adult social care, co-funded by the ESRC and the Health Foundation. It is led by Professor Jon Glasby at the University of Birmingham, with a Leadership Team of 12 other academics, people drawing on care and support, and policy and practice partners - along with a broader consortium of key stakeholders from across the sector and across the four nations of the UK.
IMPACT is an 'implementation centre' not a research centre, drawing on evidence gained from different types of research, the lived experience of people drawing on care and support and their carers, and the practice knowledge of social care staff. It will work across the UK to make sure that it is embedded in, and sensitive to, the very different policy contexts in each of the four nations, as well as being able to share learning across the UK as a whole.
As it gets up and running, IMPACT will seek to:
Provide practical support to implement evidence in the realities of everyday life and front-line services
Overcome the practical and cultural barriers to using evidence in such a pressured, diverse and fragmented sector
Bring key stakeholders together to share learning and co-design our work in inclusive and diverse 'IMPACT Assemblies' (based in all four nations of the UK to reflect different policy and practice contexts)
Work over three phases of development ('co-design', 'establishment' and 'delivery') to build a centre that creates sustainable change and becomes a more permanent feature of adult social care landscape
IMPACT is an 'implementation centre' not a research centre, drawing on evidence gained from different types of research, the lived experience of people drawing on care and support and their carers, and the practice knowledge of social care staff. It will work across the UK to make sure that it is embedded in, and sensitive to, the very different policy contexts in each of the four nations, as well as being able to share learning across the UK as a whole.
As it gets up and running, IMPACT will seek to:
Provide practical support to implement evidence in the realities of everyday life and front-line services
Overcome the practical and cultural barriers to using evidence in such a pressured, diverse and fragmented sector
Bring key stakeholders together to share learning and co-design our work in inclusive and diverse 'IMPACT Assemblies' (based in all four nations of the UK to reflect different policy and practice contexts)
Work over three phases of development ('co-design', 'establishment' and 'delivery') to build a centre that creates sustainable change and becomes a more permanent feature of adult social care landscape
Planned Impact
Who will benefit?
IMPACT aims to contribute to a situation in which people with care needs can lead an ordinary life of their choosing. We will work with stakeholders across ASC to achieve positive impact for beneficiaries:
- People who use/need ASC and carers
- ASC practitioners
- Service providers
- People who plan and lead ASC
- Professional, industry and regulatory bodies
- National voluntary and representative/membership organisations
- Local user-led organisations and 'seldom heard' groups
How will they benefit?
People who use/need ASC and carers will benefit from the improvements in ASC that IMPACT facilitates. They will benefit by experiencing new/altered forms of support (more suitable, appropriate, flexible) to meet their needs and aspirations for a meaningful life. Numbers of beneficiaries will be large, as we intend to scale the promising improvements our delivery models encourage 'up and out'.
ASC practitioners, service providers and planners/leaders will also benefit. Service operation will become smoother, alleviating some of the strain/stress they experience. Their work should be more satisfying, and they should be freer to improve/enhance the service to which they contribute or which they provide, plan or lead. They will feel better supported and better equipped to fulfil their respective roles.
IMPACT will provide professional, industry and regulatory bodies and national voluntary or representative/membership organisations with learning about how best to improve ASC, as well as new and distinctive channels through which they can communicate their perspectives and gain understanding of the views/experiences of people receiving and delivering ASC.
Local user-led organisations and 'seldom heard' groups will benefit as IMPACT will be specifically targeting them as participants in its consultative processes and through our delivery models which involve the establishment of numerous time-limited local projects, networks and initiatives.
Enabling potential beneficiaries to engage: each 'IMPACT Assembly' (5, all 4 UK nations) will involve people with experience of using ASC services, carers, care staff, providers, commissioners and researchers. We will also engage with SCIE's existing networks; use a Lived Experience Engagement Lead to build relationships with user-led organisations / seldom heard groups; and run an online survey to collect views on our priorities, delivery models and ways of working (with 50% of respondents having experience of using/needing ASC). We will co-design our priorities and approach, and work across the different policy/practice contexts of all four UK countries. Our delivery models will use techniques that support intended beneficiaries to engage as fully/frequently as they wish, with funds allocated to support participation of groups whose involvement without such resources would not be practical.
IMPACT's approach will be guided by our evolving 'Theory of Change' (see Pathways to Impact). Our delivery models (to be refined/extended as we go) will be continuously guided by the engagement of potential beneficiaries (see Case for Support). Examples of our activities, in which beneficiaries will be involved, include: 'prevention and wellbeing' (e.g. reducing loneliness for older people); 'person-centred and assets-based approaches' (e.g. personalising care for people from BME communities); 'carers' health, wellbeing & social inclusion' (e.g. combining paid work & unpaid care); 'sustaining & supporting the ASC workforce' (e.g. supporting staff to care for others); 'strategic planning & leadership' (e.g. developing practice leadership skills); 'unmet care & support needs' (e.g. improving support for self-funders); 'technology in care' (e.g. helping providers choose the 'right' technology); 'new models of provision' (e.g. intergenerational working in residential care); and 'care, housing & health' (e.g. creating integrated neighbourhood teams).
IMPACT aims to contribute to a situation in which people with care needs can lead an ordinary life of their choosing. We will work with stakeholders across ASC to achieve positive impact for beneficiaries:
- People who use/need ASC and carers
- ASC practitioners
- Service providers
- People who plan and lead ASC
- Professional, industry and regulatory bodies
- National voluntary and representative/membership organisations
- Local user-led organisations and 'seldom heard' groups
How will they benefit?
People who use/need ASC and carers will benefit from the improvements in ASC that IMPACT facilitates. They will benefit by experiencing new/altered forms of support (more suitable, appropriate, flexible) to meet their needs and aspirations for a meaningful life. Numbers of beneficiaries will be large, as we intend to scale the promising improvements our delivery models encourage 'up and out'.
ASC practitioners, service providers and planners/leaders will also benefit. Service operation will become smoother, alleviating some of the strain/stress they experience. Their work should be more satisfying, and they should be freer to improve/enhance the service to which they contribute or which they provide, plan or lead. They will feel better supported and better equipped to fulfil their respective roles.
IMPACT will provide professional, industry and regulatory bodies and national voluntary or representative/membership organisations with learning about how best to improve ASC, as well as new and distinctive channels through which they can communicate their perspectives and gain understanding of the views/experiences of people receiving and delivering ASC.
Local user-led organisations and 'seldom heard' groups will benefit as IMPACT will be specifically targeting them as participants in its consultative processes and through our delivery models which involve the establishment of numerous time-limited local projects, networks and initiatives.
Enabling potential beneficiaries to engage: each 'IMPACT Assembly' (5, all 4 UK nations) will involve people with experience of using ASC services, carers, care staff, providers, commissioners and researchers. We will also engage with SCIE's existing networks; use a Lived Experience Engagement Lead to build relationships with user-led organisations / seldom heard groups; and run an online survey to collect views on our priorities, delivery models and ways of working (with 50% of respondents having experience of using/needing ASC). We will co-design our priorities and approach, and work across the different policy/practice contexts of all four UK countries. Our delivery models will use techniques that support intended beneficiaries to engage as fully/frequently as they wish, with funds allocated to support participation of groups whose involvement without such resources would not be practical.
IMPACT's approach will be guided by our evolving 'Theory of Change' (see Pathways to Impact). Our delivery models (to be refined/extended as we go) will be continuously guided by the engagement of potential beneficiaries (see Case for Support). Examples of our activities, in which beneficiaries will be involved, include: 'prevention and wellbeing' (e.g. reducing loneliness for older people); 'person-centred and assets-based approaches' (e.g. personalising care for people from BME communities); 'carers' health, wellbeing & social inclusion' (e.g. combining paid work & unpaid care); 'sustaining & supporting the ASC workforce' (e.g. supporting staff to care for others); 'strategic planning & leadership' (e.g. developing practice leadership skills); 'unmet care & support needs' (e.g. improving support for self-funders); 'technology in care' (e.g. helping providers choose the 'right' technology); 'new models of provision' (e.g. intergenerational working in residential care); and 'care, housing & health' (e.g. creating integrated neighbourhood teams).
Organisations
- University of Birmingham (Lead Research Organisation)
- Care Quality Commission (CQC) (Collaboration)
- Scottish Care (Collaboration)
- Think Local Act Personal (Collaboration)
- National Institute for Health and Care Research (Collaboration)
- Cardiff University (Collaboration)
- Skills for Care (Collaboration)
- British Association of Social Work (Collaboration)
- University of Sheffield (Collaboration)
- University of Stirling (Collaboration, Project Partner)
- Care Workers Charity (Collaboration)
- Carers UK (Collaboration, Project Partner)
- Association of Directors of Adult Social Services (Collaboration)
- Social Care Institute for Excellence (SCIE) (Collaboration)
- Ulster University (Collaboration)
- Citizens Cymru Wales (Project Partner)
- OFFICE FOR NATIONAL STATISTICS (Project Partner)
- Race Equality Foundation (Project Partner)
- Sara Dunn Associates (Project Partner)
- The Dunhill Medical Trust (Project Partner)
- Generations Working Together (Project Partner)
- Housing LIN Ltd (Project Partner)
- College of Occupational Therapists (Project Partner)
- Doteveryone (Project Partner)
- National Care Association (Project Partner)
- Care England (Project Partner)
- United Kingdom Homecare Association (Project Partner)
- Digital Social Care (Project Partner)
- Learning Disability England (Project Partner)
- National Care Forum (Project Partner)
- Behavioural Insights Team (Project Partner)
- Age UK (Project Partner)
- RAND Europe (Project Partner)
- Cartrefi Cymru Co-operative (Project Partner)
Publications
Tawodzera O
(2025)
Who decides 'what works', and how does it get implemented? Insights from the UK's new centre for implementing evidence in adult social care
in International Journal of Care and Caring
Russell N
(2025)
Using Co-production to tackle long social care waiting lists
in Community Care
Marie Dunnion
(2023)
Direct Payments and People from Black and Asian Minority Ethnic Communities
Leanne Taylor
(2023)
Supporting Carers of People Living with Dementia at End of Life
Laura Griffith
(2023)
Action to understand and support Values-Based Recruitment in Social Care
Kate Hamblin
(2023)
IMPACT Evidence Review: Choice and Control
Glasby J
(2023)
Building a better understanding of adult social care.
in BMJ (Clinical research ed.)
Ewan King
(2023)
Choice and control network report
| Description | As part of IMPACT's co-design phase, we conducted an online survey to explore what key stakeholders (people with lived experience, practitioners, people who commission services and researchers) believe shapes what happens in adult social care, the extent to which evidence is influential or not, how evidence could be more meaningful in future, and how IMPACT could best operate in order to enable research to be used in practice. The survey is available via the IMPACT website, as well as in a peer-reviewed journal article. During our 'Establishment' phase in 2022 we tested our four delivery models (IMPACT Demonstrators, Facilitators, networks and Ask IMPACT) via a series of pilot projects across the UK. The six pilot projects ended in Summer/Autumn 2023 and produced a range of outputs including evidence reviews, learning reports and videos. During 2023 we moved into the first year of delivery with fifteen projects running across the different delivery models. Synthesising findings from across the pilot and year one projects confirmed the validity of our approach to support change in adult social care and provided important learning for launching the second set of delivery projects that kicked off in September 2024. Key elements of learning from our work to date, that have been reinforced across a number of delivery phases include: • Recruiting delivery staff with significant practice/leadership/OD skills, as well with lived experience and recognising the role that these delivery staff play within the projects to support positive outcomes • Connecting evidence to people's intrinsic motivations, so that engaging with IMPACT is part of a solution to challenges that everyone wants to solve (not an extra 'thing to do' on top of everything else) • Values-based working that acknowledges the wider structural inequalities and power imbalances inherent for many people accessing adult social care is important • Recognising that evidence rarely gives a simple 'answer', but is more often a starting point for dialogue/negotiation • Championing an inclusive definition of evidence that fits with social care values and provides robust but practical evidence-informed insights • Building trusting, empathetic relationships at all levels of the social care system (which in turn requires time, flexibility and perseverance). • A commitment to co-production, building more equal relationships and tackling power imbalances • The importance of being flexible, creative and resilient in a difficult and complex policy and practice environment • The value in co-creating accessible and engaging outputs that present findings in a way that can be applied. In September 2024 we launched our year two projects covering a range of important topics for adult social care, including, Demonstrators projects on: • Building lived experience into strategic planning - National House Project in Fife, Scotland, and Coventry, England • Changing perceptions of social care - Scottish Care, Scotland • Day opportunities for people with a learning disability - Persona and Royal Borough of Greenwich, England • Embedding a culture of prevention based on what matters to communities - Neath Port Talbot, Wales • Managed budgets - ARC NI and SPPG, Northern Ireland • Reducing violence, discrimination and abuse experienced by social care staff - East Sussex County Council, England • Social work/social care practice with older people - Walsall, England • Transitions from children to adults - Pembrokeshire Council, Wales, and NI Mencap and Centre for Independent Living, Northern Ireland Facilitator projects on: • Boosting employment for people with a disability - North Wales Together, Wales • Family Group Decision Making to support people with drug and alcohol issues - City of Edinburgh Council, Scotland • Improving support for carers - Carers NI/South Eastern Health and Social Care Trust, Northern Ireland • Improving support for people who hoard and self-neglect - Aberdeen Health and Social Care Partnership, Scotland (starting Feb 2025) • Housing models for people with learning disability - Thera Trust, England • Enhancing Choice and Control for People with a Learning Disability - Positive Futures NI And Networks exploring: • Technology for prevention and independence • Involving people in strategic decision-making • Strengthening inclusion and anti-racist practice • Carers, transitions and co-production • Recovery-based approaches to mental health • Commissioning differently During 2023 we moved from our establishment and piloting phase into the first year of delivery. The six pilot projects ended in Summer/Autumn 2023 and produced a range of outputs including evidence reviews, learning reports and videos. A selection of these outputs are included in the earlier section detailing project publications. The pilot projects confirmed the validity of our approach to support change in adult social care and provided important learning for launching the first set of delivery projects. IMPACT is designed to work with the realities of front-line practice/people's lives. Key elements of learning from our pilot projects have included: • Recruiting delivery staff with significant practice/leadership/OD skills, as well with lived experience • Connecting evidence to people's intrinsic motivations/values, so that engaging with IMPACT is part of a solution to challenges that everyone wants to solve (not an extra 'thing to do' on top of everything else) • Recognising that evidence rarely gives a simple 'answer', but is more often a starting point for dialogue/negotiation • Championing an inclusive definition of evidence that fits with social care values and provides robust but practical evidence-informed insights • Building trusting, empathetic relationships at all levels of the social care system (which in turn requires time, flexibility and perseverance). • A commitment to co-production, building more equal relationships and tackling power imbalances. In July 2023 we launched our year one projects covering a range of important topics for adult social care, including: Our 2023-24 'Demonstrators' are: • Integrated neighbourhood teams (projects in Leeds, Caernarfon and East Ayrshire) • Health and well-being of personal assistants (whole of Scotland) • Managing waiting lists in adult social care (all Councils in East Midlands, England) Our 2023-24 'Facilitators' are: • Tackling loneliness in rural areas (Moray) • Community-based approaches to reducing admissions to mental health hospitals (Caerphilly) - start delayed by personal circumstances • Preventative visits for older people (Southern Trust, Northern Ireland) • Recruiting more men into social care (London) Our 2023-24 'Networks' (which include local groups from across each of the four nations) are: • People with learning disabilities and/or autistic people leaving long-stay hospitals • Rural social care • The relationships care homes build with their residents and with local communities • Hospital discharge • 'Remodelling the front door' (changing how people access adult social care to enable better initial conversations) • Supporting staff to deliver person-centred, compassionate care |
| Exploitation Route | We have made the findings of the survey publicly available for others to use. We have also shared proactively with the HSDR programme within NIHR, and with the Parliamentary Office of Science and Technology (POST) to help inform their forthcoming briefing on adult social care innovation. Outcomes from our pilots have been published on our website, and lessons from these initial projects were built into the national expression of interest process that took place in early 2023 and that led to the exciting range of projects that are listed above and are being developed between July 2023 and July 2024. Ongoing learning has influenced our choice of topics and recruitment for year two projects that will launch in September 2024. All projects, past and current, have a page on our website where reports and other outputs are made available (e.g. podcasts and videos) alongside up-dates for ongoing projects. Outputs are provided in accessible formats to support engagement by those working in adult social care and a wider range of relevant stakeholders. An annual evaluation synthesis reports is produced each year that summarises findings and lessons about evidence implementation across all projects. In addition to the publications the IMPACT Centre also has established a National Embedding Team that support knowledge mobilisation from our projects into wider policy and practice; supporting dissemination, scaling up and sustainability of learning. The activities of the embedding team are listed above under 'Engagement activities' and 'Influence on Policy, Practice, Patients & the Public.' These activities are supporting outputs and outcomes from individual projects to be shared widely but also supporting local stakeholders to sustain and scale up change within their organisations. In particular, the team seeks to build relationships with national policy makers, regulators, skills councils and other partners, and to scale innovation through embedding it in national policy and practice (not just through approaches based on more one-way forms of dissemination). The Co-production advisory group continues to play an important role in shaping the work of the IMPACT Centre and members of this group have been more widely recognised as included in the 'Awards and Recognition' section above. |
| Sectors | Communities and Social Services/Policy |
| URL | https://more.bham.ac.uk/impact/ |
| Description | IMPACT is an implementation centre, not a research centre - so its ways of working don't necessarily fit neatly into the researchfish format. To ensure we capture what's needed, however, our funders have advised us to provide this high level overview of key activity so that this is appropriately recorded. IMPACT has a number of mechanisms to support widespread dissemination of findings and outcomes and to encourage wider implementation of outcomes from IMPACT delivery projects. We have established five IMPACT Assemblies (one each in Wales, Scotland and Northern Ireland, and two in England) - each of which includes 30-35 people (with a mix of service users, carers, practitioners, providers, commissioners, researchers and others) and that meets twice a year to discuss and disseminate project outcomes. We have a lived experience engagement lead who, along with our Co-production Advisory Group, works to make links to user- and carer-led organisations and community organisations working with people whose voices are seldom heard. We regularly present at social care conferences to raise awareness of IMPACT's work and build relationships for the future and hold online and in-person events to share findings locally, regionally and nationally within and across the four nations - see influence and engagement section above. We regularly publish reports and other outcomes in accessible formats and publish in academic and practice journals - see publications section above. In 2023 we established a National Embedding team who are working to scale innovation through embedding learning from IMPACT in national policy and practice. A key element of our approach to national embedding has been the development of strategic relationships with specific partners (including policy makers, research funders, regulators and workforce bodies). In 2023 we held a series of policy and practice roundtables, with one event in each of the four nations. On the advice of our Critical Friends, we mixed online with face-to-face approaches for different events. Key policy contributions include serving as a special adviser to the House of Lords Adult Social Care Committee; hosting a visit from the Department of Health and Social Care (England) to advise on next steps for the Accelerated Reform Fund (a second tranche of funding was then released in November 2024; being appointed to a working group producing the forthcoming 10-year NHS Plan; joining the strategic advisory group of the new National Office for Care and Support in Wales; taking part in the Scottish Learning and Improvement Framework for Adult Social Care Support & Community Health Steering Group; and embedding a new post within the Strategic Planning and Performance Group (SPPG) within the Northern Ireland Department of Health. In several of these groups, we are the only research-based organisation represented, and often the only organisation that is broader than the individual nation where the group is meeting. The National Embedding team is co-producing a set of themes for IMPACT in order that external stakeholders can more effectively identify what work we've done and to support learning and collaboration within IMPACT. The five themes are: Enhancing choice and control; Ensuring people stay healthy, connected and well at a place they call home; Creating the workforce we need - now and in the future; Building on the strengths of people and communities; and Making integration a reality - starting with the person. This thematic approach underpinned IMPACT's election briefing. |
| Sector | Communities and Social Services/Policy |
| Impact Types | Societal Policy & public services |
| Description | Appointed to a working group producing the forthcoming 10-year NHS Plan |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| Description | Becoming a trustee of the Social Worker of the Year Awards |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| URL | https://www.socialworkawards.com/awards-night/previous-winners/ |
| Description | Curiosity Partnership advisory group |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Helping to shape the work of Accelerated Reform Fund |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Ongoing change will be monitored over time, it is too early to comment on change at this point. |
| Description | Inclusion of IMPACT case study in Chief Medical Officer's Annual Report 2023 |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| Description | Influencing policy and practice about asset based approaches in Northern Ireland |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | IMPACT's demonstrator project evidenced the case for investment, and based on this MEAPP and IMPACTAgewell continued funding for a further two years in 2024. |
| Description | Joining the strategic advisory group of the new National Office for Care and Support in Wales |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Membership of commissioning panel for Health and Care Research Wales |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to a national consultation/review |
| Description | Membership of the Scottish National Improvement Framework Steering Group for adult social care and community health in Scotland |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | NIHR Dementia and Neurodegeneration Policy Research Unit advisory group |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Research & Improvement for SEND Excellence partnership advisory group |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Royal College of OTs Research Foundation advisory group |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Special adviser to the House of Lords Adult Social Care Committee |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Impact | This was a report from a House of Lords committee, with a remit to make recommendations to government around future policy. This particular report focused on ways to tackle the historic invisibility/neglect of social care by policy makers, the media and the public. |
| URL | https://committees.parliament.uk/committee/580/adult-social-care-committee/ |
| Description | Taking part in the Scottish Learning and Improvement Framework for Adult Social Care Support & Community Health Steering Group |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | Applied Research Collaboration Theme 8 - Social Care |
| Amount | £398,390 (GBP) |
| Funding ID | NIHR200165 |
| Organisation | National Institute for Health and Care Research |
| Sector | Public |
| Country | United Kingdom |
| Start | 01/2019 |
| End | 03/2026 |
| Description | Indigenous Well-being and Care: Exploring Perceptions of Well-being Among Users and Front-line Workers of the 'Chile Cuida' Policy. |
| Amount | £1,000 (GBP) |
| Organisation | Society for Latin American Studies (SLAS) |
| Sector | Multiple |
| Country | United Kingdom |
| Start | 03/2024 |
| End | 04/2025 |
| Description | Mainstreaming implementation of solutions in adult social care (ASC) through scaling |
| Amount | £4,915 (GBP) |
| Organisation | University of Birmingham |
| Sector | Academic/University |
| Country | United Kingdom |
| Start | 02/2025 |
| End | 11/2025 |
| Description | The Sociological Impact of the Certificate of Sponsorship System on Migrant Care Workers in the UK |
| Amount | £5,000 (GBP) |
| Organisation | University of Birmingham |
| Sector | Academic/University |
| Country | United Kingdom |
| Start | 02/2025 |
| End | 08/2025 |
| Description | IMPACT |
| Organisation | Association of Directors of Adult Social Services |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | British Association of Social Work |
| Country | United Kingdom |
| Sector | Learned Society |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Cardiff University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Care Workers Charity |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Carers UK |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Scottish Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Skills for Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Think Local Act Personal |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | Ulster University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | University of Sheffield |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT |
| Organisation | University of Stirling |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | IMPACT is the new UK centre for implementing evidence in adult social care. The Leadership Team is made up of 13 academic, policy and practice partners - and builds on a broader consortium of approx. 20 additional membership organisations, voluntary organisations and practice partners. Our 'Critical Friends' group includes similar centres in Sweden and the Netherlands, we are advised by a Co-production Advisory Group of people who use adult social care/carers, and 5 'IMPACT Assemblies' (each is a group of 30-35n people, with a mix of users, carers, practitioners, providers, commissioners, researchers and national bodies) |
| Collaborator Contribution | These collaborations have helped to shape 4 main delivery models which we will be testing via a series of pilot projects (in 2022) in different locations across the UK, an initial work programme (for our 2022 'Establishment' phase) and a series of principles for prioritisation which will shape our work programme for 2023-27 |
| Impact | This is a very multi-disciplinary collaboration - it includes 5 Universities (in each of the four nations of the UK), organisations led by people who use adult social care, carers organisations, and policy/practice partners (e.g. representing the adult social care workforce, adult social care leaders, social workers, and so on). |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Association of Directors of Adult Social Services |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | British Association of Social Work |
| Country | United Kingdom |
| Sector | Learned Society |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Cardiff University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Care Workers Charity |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Carers UK |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Scottish Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Skills for Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Social Care Institute for Excellence (SCIE) |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Think Local Act Personal |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Ulster University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | University of Sheffield |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | University of Stirling |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Association of Directors of Adult Social Services |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | British Association of Social Work |
| Country | United Kingdom |
| Sector | Learned Society |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Cardiff University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Care Workers Charity |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Carers UK |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Scottish Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Skills for Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Social Care Institute for Excellence (SCIE) |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Think Local Act Personal |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | Ulster University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | University of Sheffield |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | University of Stirling |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | During it's 'Establishment' phase (2022), IMPACT ran a series of pilot delivery projects across the UK, focusing on: - Assets-based approaches in services for older people (Mid and East Antrim) - Use of technology in home care (Glasgow) - Direct payments for people from black and minority ethnic communities (Leicester) - Support for carers of people with mental health problems at end of life (Ebbw Vale) - Choice and control for people with learning disabilities or mental health problems (all four nations) - Values-based recruitment (all four nations) - Recruitment and retention in adult social care (an 'Ask IMPACT' guide/review of the evidence) |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | IMPACT's 'Establishment' phase (2022) focused on getting set up as a national centre, as well as on testing our four delivery models in practice. Very selected key activities have included : • The generation of strong engagement, support and excitement across the sector, despite such a challenging policy context. • An active/delivery-orientated 'Establishment' phase (to maintain good will and momentum). • All core posts/local projects in place/underway in tight timescales and a challenging external context - including the appointment of the core team, significant national presence, and recruitment of pilot sites/local delivery staff. Staff recruitment has been strong in terms of prior skills/experience, values, desire to make a difference and ability to span traditional boundaries. Regular meetings and other processes are in place to support a sense of being part of a national centre that is greater than the sum of its parts. • Ensuring that co-production/lived experience are built into every aspect of IMPACT's work. At the request of the Co-production Advisory Group, our funders are seeking additional lived experience for the Management Board so that we deliver on our commitment to build this into all we do. The Group is also linking to other national networks (such as the Health Foundation's Inclusion Panel) to explore scope to provide peer support and challenge. Our contribution here has been enhanced by our extensive networks, with members of IMPACT serving as Chair of the TLAP Board, a convenor of the #SocialCareFuture movement, Chair of the National Co-production Advisory Group and a member of the Archbishops' Commission on Reimagining Care. • An active commitment to tackling power imbalances, both via our delivery models and in terms of our approach to equality, diversity and inclusion (EDI). While our EDI strategy committed all members of IMPACT's Leadership Team to undertake appropriate training within their respective organisations, we are also creating bespoke training for all staff. • Key governance mechanisms all in place and working well. • The development of a practical approach to synthesising and ensuring the quality of diverse forms of evidence, which operationalises our commitment to valuing insights from research, lived experience and practice. • The development of an internal evaluation framework (both for initial learning during 2022, and then going forwards). This has included joint work with the external evaluation team that has been recently appointed to agree respective roles, and to integrate insights from the theories of change developed by funders and by IMPACT. • Developing our approach to embedding lessons from local pilots in national policy and practice. • Further development of our theory of change, which sets out what we're trying to achieve and key features of the underpinning change process. We are particularly proud of some early 'quick wins'. Very selected examples include: • Creating the new ESRC-funded 'Centre for Care' (led by Sue Yeandle) and playing a significant role in the new 'Connecting Generations Centre' (Alison Bowes). • The appointment of Jon Glasby as specialist adviser to the House of Lords Adult Social Care Committee. Jon is working with Anna Severwright from #SocialCareFuture, and it may be that this is the first time that an academic adviser and someone with lived experience of the issue at stake have worked together to advise a Lords Committee. • Playing a significant role in the creation of the recent briefing on adult social care innovation by the Parliamentary Office for Science and Technology (with several members of IMPACT interviewed for the briefing and/or sitting on POST's review team). • Contributing to the Archbishops' Commission on Reimagining Care (Clenton Farquharson is a commissioner, Jon Glasby addressed the Commission and IMPACT Assembly members met the Commission to share experiences and recommendations). • The announcement of Clenton Farquharson as social care leader of the year by Care Talk magazine, and as a 'wildcard' in the Health Service Journal's top 100 people who are or should be influential in the NHS. • The development of a Memorandum of Understanding between IMPACT and the National Institute of Health and Care Research (NIHR) (starting with the HS&DR programme as an initial pilot) as to how IMPACT will support NIHR's work to extend its social care reach and how NIHR can help to support IMPACT's four strategic objectives. • Hosting a fringe event at the Conservative Party conference, contributing to the 'Making Home' exhibition at The Exchange in central Birmingham, and working with The Ikon gallery around an exhibition to amplify the voices of people with learning disabilities in long-stay hospitals. |
| Start Year | 2021 |
| Description | New partners within year one delivery phase (2023) |
| Organisation | Care Quality Commission (CQC) |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | We have signed a statement of collaboration with the HSDR programme within the National Institute of Health and Care Research, and are close to signing a similar agreement with the Care Quality Commission and have been building close relationships with the various workforce bodies that make up Skills for Care and Development. |
| Collaborator Contribution | Various research centres and projects within NIHR HSDR have helped to shape planned IMPACT projects for 2024/25, these include projects on social work with older people and family group conferencing in social work. |
| Impact | None to report |
| Start Year | 2023 |
| Description | New partners within year one delivery phase (2023) |
| Organisation | National Institute for Health and Care Research |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | We have signed a statement of collaboration with the HSDR programme within the National Institute of Health and Care Research, and are close to signing a similar agreement with the Care Quality Commission and have been building close relationships with the various workforce bodies that make up Skills for Care and Development. |
| Collaborator Contribution | Various research centres and projects within NIHR HSDR have helped to shape planned IMPACT projects for 2024/25, these include projects on social work with older people and family group conferencing in social work. |
| Impact | None to report |
| Start Year | 2023 |
| Description | 2021 co-design phase |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Activity is summarised under 'narrative impact' section of the form |
| Year(s) Of Engagement Activity | 2021 |
| URL | https://more.bham.ac.uk/impact/ |
| Description | All Wales Workshop |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Workshop with key stakeholders in adult care in Wales to seed action planning to make the most of IMPACT outcomes. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/12/04/all-wales-workshop/ |
| Description | Annual Baggs Memorial Happiness Lecture |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Public/other audiences |
| Results and Impact | On 14 December 2023, Clenton Farquharson CBE spoke in the annual Baggs Memorial Happiness Lecture. Clenton is the Lived Experience Lead on IMPACT's Leadership Team and is a passionate advocate and speaker on social justice. In the June 2023 Honours List, Clenton was awarded a CBE for services to contributions to personalisation, disability, social care, and health policy, and was awarded an Honorary Degree at the University of Birmingham in July 2023. Clenton was named in Disability News Services' list of influential disabled people and in as one of this year's Social Care Top 30 by Care Talk Magazine. Clenton actively promotes an understanding of equality, diversity, inclusion, and accessibility, as well as the implementation of practices that can empower and motivate individuals and organisations. The Baggs Memorial Lectures began in 1976. Thomas Baggs was an alumnus of the University of Birmingham who gave a substantial sum to the University to provide an annual public lecture on the theme of 'happiness - what it is and how it may be achieved by individuals as well as nations.' |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/01/17/clenton-happiness-lecture/ |
| Description | Disseminating our work on recruiting more men in to care |
| Form Of Engagement Activity | Participation in an open day or visit at my research institution |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Schools |
| Results and Impact | IMPACT's work on recruiting more men into care was launched at the 'WHO CARES WINS! National Care Careers Conference and Exhibition, organised by the Hallmark Foundation at the Tottenham Hotspur Stadium |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/11/25/impact-launches-recruiting-more-men-in-care-facilitator-project... |
| Description | Futures event, in conjunction with Scottish Care |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | All IMPACT's national assemblies came together to debate the key themes emerging from IMPACT's work, setting the scene for transformative work. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/09/20/impacting-the-future-assembly/ |
| Description | Homes not hosptials event at ESRC Festival of Social Science (Sheffield) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Professional Practitioners |
| Results and Impact | Film screening, panel discussion and networking event looking at this pressing issue from the perspective of those with lived experience. The event aims to promote understanding and advocate for improved support for individuals with learning disabilities and autism within the community. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://festivalofsocialscience.com/events/homes-not-hospitals/ |
| Description | Hosted Social Care Futures meeting |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Social Care Futures is looking at ensuring lived experience is central to any national standards that are set as part of a possible national care service. |
| Year(s) Of Engagement Activity | 2024 |
| Description | IMPACT election briefing |
| Form Of Engagement Activity | Engagement focused website, blog or social media channel |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Election briefing making five main recommendations to government, supported by evidence and learning from IMPACT projects. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/06/07/2024-election-briefing/ |
| Description | IMPACT - Establishment phase (2022) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | As part of IMPACT's 'Establishment' phase, we have held a large number of meetings, delivered talks and spoken at practitioner and other conferences across the UK. We have not listed individual events (as agreed with funders). However, during the second half of 2021, this included well over 100 such sessions as part of our 'co-design' phase - and this has continued throughout 2022, across all four nations of the UK. This included a fringe event at the Conservative Party conference, sessions with the Archbishops' Commission on Reimagining Care and a digital exhibition around 'The Future of Care' (as part of the ESRC Festival of Social Sciences). We have also undertaken a broad range of roles in an advisory capacity - for example, as special adviser to the House of Lords Adult Social Care Committee and on the advisory boards of multiple research studies. We have also met with our five 'IMPACT Assemblies' (groups of around 35 people per Assembly, including people who draw on care and support, carers, practitioners, providers, commissioners, researchers and others - with one each in Wales, Scotland and Northern Ireland, and two in England); our Co-production Advisory Group; and our 'Critical Friends Group' (of key people from other sectors and from other countries). |
| Year(s) Of Engagement Activity | 2022 |
| Description | IMPACT Academic seminar - Linking Knowledge(s) in Social Care Research and Practice |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Academic seminar delivered by IMPACT on linking knowledge(s) in Social Care Research and Practice |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2025/01/24/raising-our-voice-coproduction/ |
| Description | IMPACT Academic seminar - insights into co-research |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Academic seminar delivered by IMPACT on insights in to co-research |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/06/26/impact-academic-seminar-insights-into-co-research/ |
| Description | IMPACT Academic seminar - knowledge mobilisation |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Professional Practitioners |
| Results and Impact | An online webinar providing academic presentations on the theories underpinning knowledge mobilisation followed by a discussion led by members of the co-production advisory group. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://www.youtube.com/watch?v=nfhrFAkyFME |
| Description | IMPACT Establishment phase and year one delivery (2023) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Professional Practitioners |
| Results and Impact | During 2023 IMPACT moved from its establishment phase into the first year of delivery, which commenced in July 2023. During 2023 IMPACT moved from its establishment phase into the first year of delivery, which commenced in July 2023. During this year IMPACT continued to expand its stakeholder network and to engage with many people through a large number of meetings, delivered talks and spoken at practitioner and other conferences across the UK. We have listed a few key individual events from 2023 but have not listed everything that the Centre has undertake (as agreed with funders). We continue to play a convening role in a very fragmented sector, bringing together often very divided stakeholders at local level (via Facilitators and Demonstrators), at national level (via Assemblies) and across national boundaries (sharing learning via our Networks). We are maintaining relationships with people who have been involved with IMPACT projects and developing new strategic relationships with people who work in policy and practice, people with lived experience and with regulators. A number of our national policy and practice roundtables, for example, aim to develop relationships across a wide sphere with a focus on a) lived experience; b) how lived experience makes it into policy and practice; and c) making the format accessible and available to a diverse group of people. The events focus on capturing mechanisms of change in social care, and how this interacts with changes in broader policy/practice. The central IMPACT communications team hosted two events - our delivery phase launch in June and our ESRC Festival of Social Sciences 'Who Cares?' panel in November. Our launch event brought together people from across IMPACT and beyond, and we heard from Jon Glasby (IMPACT Director), Jo Goddard (ESRC), the IMPACT Networks team, Karen McCormick (Lived Experience Engagement Lead), Luke Nash (Co-production Advisory Group), Robin Miller (Demonstrators lead) and Ewan King (Deputy Director for National Embedding). The 'Who Cares?' event took a different format, with input from Emily Kenway (author of 'Who Cares?') and a panel with Clenton Farquharson, Emily, Jon Glasby and David Brindle (former Public Services Editor at The Guardian. They explored the relationship between people who draw on care and support and carers, with unpaid carers from a range of backgrounds making up a large proportion of the audience. We have also met with our five 'IMPACT Assemblies' (groups of around 35 people per Assembly, including people who draw on care and support, carers, practitioners, providers, commissioners, researchers and others - with one each in Wales, Scotland and Northern Ireland, and two in England); our Co-production Advisory Group; and our 'Critical Friends Group' (of key people from other sectors and from other countries). |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://impact.bham.ac.uk/our-projects/ |
| Description | IMPACT Policy workshops and round tables |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | A key activity in 2023 has been a series of policy and practice roundtables, with one event in Scotland, Wales and England. The aim was to engage policy makers/national bodies, people who work in adult social care and people with lived experience; build wider support for IMPACT; enlist more people to champion the work we do; and continue building communities of people and organisations who may benefit from our work/want to get more involved. Each event focused on particular national priorities, helping us remain attuned to key national agendas. On the advice of our Critical Friends, we mixed online with face-to-face approaches for different events. |
| Year(s) Of Engagement Activity | 2023,2024 |
| URL | https://impact.bham.ac.uk/2024/01/29/wales-policy-and-practice/ |
| Description | Knowledge mobilisation network |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | IMPACT has formed a knowledge mobilisation network for people working to get knowledge of what works implemented in practice. |
| Year(s) Of Engagement Activity | 2024 |
| Description | Launch of film about experiences of people with learning disabilities in long-stay hospitals |
| Form Of Engagement Activity | A broadcast e.g. TV/radio/film/podcast (other than news/press) |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | A hard-hitting film around the experiences of people with learning disabilities in long-stay hospitals, in conjunction with people with lived experience of long-stay settings, the British Institute of Learning Disabilities and the Restraint Reduction Network was launched in Autumn 2024 |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/10/22/homes-not-hospitals-webinar/ |
| Description | Launch of the new Centre for Adult Social Care Research (CARE) |
| Form Of Engagement Activity | Participation in an open day or visit at my research institution |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Professional Practitioners |
| Results and Impact | IMPACT attended the launch of the new Centre for Adult Social Care Research (CARE), hosted by Cardiff University and funded by Health and Care Research Wales (Centre for Adult Social Care Research (CARE) | Health |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://healthandcareresearchwales.org/ |
| Description | Making Managed Budgets a Reality |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | This event brought together stakeholders from across Northern Ireland to consolidate the work of a 'Community of Common Interest' that has been collaborating and meeting over the past year to explore how managed budgets can be put into practice. This group, led and facilitated by Leslie-Anne Newton ARC NI (the Association for Real Change Northern Ireland) and supported by the IMPACT implantation centre agreed now was the time to 'recapture the vision' and work together to try and progress the agenda around managed budgets through concrete action plans- the main focus of the workshop. |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://arcuk.org.uk/northernireland/making-managed-budgets-a-reality/ |
| Description | Managing waiting lists resource packs |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Our work co-creating new ways of managing waiting lists across all the Councils in the East Midlands of England was presented at the National Children and Adult Services Conference 2024. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://ncasc.info/wp-content/uploads/2024/12/WW7-EMADASS-and-IMPACT.pdf |
| Description | Panel discussion AI and Care at ESRC Festival of Social Science (Birmingham) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Professional Practitioners |
| Results and Impact | Panel discussion on the potential for AI to be used in care as part of ESRC Festival of Social Sciences. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/10/28/can-ai-fix-the-care-crisis/ |
| Description | The Care Show, October 2024 |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | IMPACT attended this event for providers and care professionals and anyone from the sector who is interested in initiatives and approaches |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://www.careshow.co.uk/care-show-birmingham-2024 |