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)
- Think Local Act Personal (Collaboration)
- CARERS UK (Collaboration)
- University of Sheffield (Collaboration)
- Cardiff University (Collaboration)
- Skills for Care (Collaboration)
- British Association of Social Work (Collaboration)
- University of Stirling (Collaboration, Project Partner)
- University of Ulster (Collaboration)
- Social Care Institute for Excellence (SCIE) (Collaboration)
- Citizens Cymru Wales (Project Partner)
- Race Equality Foundation (Project Partner)
- Sara Dunn Associates (Project Partner)
- Dunhill Medical Trust (Project Partner)
- Generations Working Together (Project Partner)
- Housing LIN Ltd (Project Partner)
- Royal College of Occupational Therapists (Project Partner)
- Office for National Statistics (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)
- Carers UK (Project Partner)
- National Care Forum (Project Partner)
- The Behavioural Insights Team (BIT) (Project Partner)
- Age UK (Project Partner)
- RAND Europe (Project Partner)
- Cartrefi Cymru Co-operative (Project Partner)
| Description | As part of IMPACT's co-design phase, we conducted an online survey to explore what key stakeholders believe shape 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 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, ready for a broader roll out in 2023 as we move into our 'Delivery' phase |
| 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 will be published on our website, and lessons from these initial projects have been built into a national expression of interest process in early 2023, as IMPACT identifies new sites for 2023-24 and scales its work. |
| Sectors | Communities and Social Services/Policy |
| URL | https://more.bham.ac.uk/impact/ |
| Description | 2021 was IMPACT's co-design phase when we were consulting with adult social care colleagues across the sector, in all its diversity and across the four nations of the UK. This included: - A national survey (completed by 2,165 people - around 20% of whom are people drawing on care and support or carers; and 25% of whom are front-line practitioners - Stakeholder engagement meetings and/or workshops with 120 adult social care stakeholders (from user-led organisations to national arms-lengths body) across the UK - The creation of 5 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) - Appointment of a lived experience engagement lead to make links to user- and carer-led organisations and community organisations working with people whose voices are seldom heard - Sessions at a series of social care conferences to raise awareness of IMPACT's work and build relationships for the future - Input to the Archbishops' Commission on Reimagining Care, an interview to help inform a forthcoming briefing on adult social care innovation being developed by the Parliamentary Office for Science and Technology, and an invite to take part in the scoping of the 2022 House of Lords Committee on Adult Social Care However, 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 in 2021 so that this is appropriately recorded. |
| First Year Of Impact | 2021 |
| Sector | Communities and Social Services/Policy |
| Impact Types | Societal,Policy & public services |
| 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 | 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 | 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 | 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 (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 | 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 | 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 | 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 | 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 |