IMPACT: Improving Adult Care Together
Lead Research Organisation:
University of Birmingham
Department Name: Social Work and Social Care
Abstract
IMPACT stands for 'Improving Adult Care Together'. It is a new £15 million UK centre for implementing evidence in adult social care, co-funded by the ESRC and the Health Foundation. It is led by Professor Jon Glasby at the University of Birmingham, with a Leadership Team of 12 other academics, people drawing on care and support, and policy and practice partners - along with a broader consortium of key stakeholders from across the sector and across the four nations of the UK.
IMPACT is an 'implementation centre' not a research centre, drawing on evidence gained from different types of research, the lived experience of people drawing on care and support and their carers, and the practice knowledge of social care staff. It will work across the UK to make sure that it is embedded in, and sensitive to, the very different policy contexts in each of the four nations, as well as being able to share learning across the UK as a whole.
As it gets up and running, IMPACT will seek to:
Provide practical support to implement evidence in the realities of everyday life and front-line services
Overcome the practical and cultural barriers to using evidence in such a pressured, diverse and fragmented sector
Bring key stakeholders together to share learning and co-design our work in inclusive and diverse 'IMPACT Assemblies' (based in all four nations of the UK to reflect different policy and practice contexts)
Work over three phases of development ('co-design', 'establishment' and 'delivery') to build a centre that creates sustainable change and becomes a more permanent feature of adult social care landscape
IMPACT is an 'implementation centre' not a research centre, drawing on evidence gained from different types of research, the lived experience of people drawing on care and support and their carers, and the practice knowledge of social care staff. It will work across the UK to make sure that it is embedded in, and sensitive to, the very different policy contexts in each of the four nations, as well as being able to share learning across the UK as a whole.
As it gets up and running, IMPACT will seek to:
Provide practical support to implement evidence in the realities of everyday life and front-line services
Overcome the practical and cultural barriers to using evidence in such a pressured, diverse and fragmented sector
Bring key stakeholders together to share learning and co-design our work in inclusive and diverse 'IMPACT Assemblies' (based in all four nations of the UK to reflect different policy and practice contexts)
Work over three phases of development ('co-design', 'establishment' and 'delivery') to build a centre that creates sustainable change and becomes a more permanent feature of adult social care landscape
Planned Impact
Who will benefit?
IMPACT aims to contribute to a situation in which people with care needs can lead an ordinary life of their choosing. We will work with stakeholders across ASC to achieve positive impact for beneficiaries:
- People who use/need ASC and carers
- ASC practitioners
- Service providers
- People who plan and lead ASC
- Professional, industry and regulatory bodies
- National voluntary and representative/membership organisations
- Local user-led organisations and 'seldom heard' groups
How will they benefit?
People who use/need ASC and carers will benefit from the improvements in ASC that IMPACT facilitates. They will benefit by experiencing new/altered forms of support (more suitable, appropriate, flexible) to meet their needs and aspirations for a meaningful life. Numbers of beneficiaries will be large, as we intend to scale the promising improvements our delivery models encourage 'up and out'.
ASC practitioners, service providers and planners/leaders will also benefit. Service operation will become smoother, alleviating some of the strain/stress they experience. Their work should be more satisfying, and they should be freer to improve/enhance the service to which they contribute or which they provide, plan or lead. They will feel better supported and better equipped to fulfil their respective roles.
IMPACT will provide professional, industry and regulatory bodies and national voluntary or representative/membership organisations with learning about how best to improve ASC, as well as new and distinctive channels through which they can communicate their perspectives and gain understanding of the views/experiences of people receiving and delivering ASC.
Local user-led organisations and 'seldom heard' groups will benefit as IMPACT will be specifically targeting them as participants in its consultative processes and through our delivery models which involve the establishment of numerous time-limited local projects, networks and initiatives.
Enabling potential beneficiaries to engage: each 'IMPACT Assembly' (5, all 4 UK nations) will involve people with experience of using ASC services, carers, care staff, providers, commissioners and researchers. We will also engage with SCIE's existing networks; use a Lived Experience Engagement Lead to build relationships with user-led organisations / seldom heard groups; and run an online survey to collect views on our priorities, delivery models and ways of working (with 50% of respondents having experience of using/needing ASC). We will co-design our priorities and approach, and work across the different policy/practice contexts of all four UK countries. Our delivery models will use techniques that support intended beneficiaries to engage as fully/frequently as they wish, with funds allocated to support participation of groups whose involvement without such resources would not be practical.
IMPACT's approach will be guided by our evolving 'Theory of Change' (see Pathways to Impact). Our delivery models (to be refined/extended as we go) will be continuously guided by the engagement of potential beneficiaries (see Case for Support). Examples of our activities, in which beneficiaries will be involved, include: 'prevention and wellbeing' (e.g. reducing loneliness for older people); 'person-centred and assets-based approaches' (e.g. personalising care for people from BME communities); 'carers' health, wellbeing & social inclusion' (e.g. combining paid work & unpaid care); 'sustaining & supporting the ASC workforce' (e.g. supporting staff to care for others); 'strategic planning & leadership' (e.g. developing practice leadership skills); 'unmet care & support needs' (e.g. improving support for self-funders); 'technology in care' (e.g. helping providers choose the 'right' technology); 'new models of provision' (e.g. intergenerational working in residential care); and 'care, housing & health' (e.g. creating integrated neighbourhood teams).
IMPACT aims to contribute to a situation in which people with care needs can lead an ordinary life of their choosing. We will work with stakeholders across ASC to achieve positive impact for beneficiaries:
- People who use/need ASC and carers
- ASC practitioners
- Service providers
- People who plan and lead ASC
- Professional, industry and regulatory bodies
- National voluntary and representative/membership organisations
- Local user-led organisations and 'seldom heard' groups
How will they benefit?
People who use/need ASC and carers will benefit from the improvements in ASC that IMPACT facilitates. They will benefit by experiencing new/altered forms of support (more suitable, appropriate, flexible) to meet their needs and aspirations for a meaningful life. Numbers of beneficiaries will be large, as we intend to scale the promising improvements our delivery models encourage 'up and out'.
ASC practitioners, service providers and planners/leaders will also benefit. Service operation will become smoother, alleviating some of the strain/stress they experience. Their work should be more satisfying, and they should be freer to improve/enhance the service to which they contribute or which they provide, plan or lead. They will feel better supported and better equipped to fulfil their respective roles.
IMPACT will provide professional, industry and regulatory bodies and national voluntary or representative/membership organisations with learning about how best to improve ASC, as well as new and distinctive channels through which they can communicate their perspectives and gain understanding of the views/experiences of people receiving and delivering ASC.
Local user-led organisations and 'seldom heard' groups will benefit as IMPACT will be specifically targeting them as participants in its consultative processes and through our delivery models which involve the establishment of numerous time-limited local projects, networks and initiatives.
Enabling potential beneficiaries to engage: each 'IMPACT Assembly' (5, all 4 UK nations) will involve people with experience of using ASC services, carers, care staff, providers, commissioners and researchers. We will also engage with SCIE's existing networks; use a Lived Experience Engagement Lead to build relationships with user-led organisations / seldom heard groups; and run an online survey to collect views on our priorities, delivery models and ways of working (with 50% of respondents having experience of using/needing ASC). We will co-design our priorities and approach, and work across the different policy/practice contexts of all four UK countries. Our delivery models will use techniques that support intended beneficiaries to engage as fully/frequently as they wish, with funds allocated to support participation of groups whose involvement without such resources would not be practical.
IMPACT's approach will be guided by our evolving 'Theory of Change' (see Pathways to Impact). Our delivery models (to be refined/extended as we go) will be continuously guided by the engagement of potential beneficiaries (see Case for Support). Examples of our activities, in which beneficiaries will be involved, include: 'prevention and wellbeing' (e.g. reducing loneliness for older people); 'person-centred and assets-based approaches' (e.g. personalising care for people from BME communities); 'carers' health, wellbeing & social inclusion' (e.g. combining paid work & unpaid care); 'sustaining & supporting the ASC workforce' (e.g. supporting staff to care for others); 'strategic planning & leadership' (e.g. developing practice leadership skills); 'unmet care & support needs' (e.g. improving support for self-funders); 'technology in care' (e.g. helping providers choose the 'right' technology); 'new models of provision' (e.g. intergenerational working in residential care); and 'care, housing & health' (e.g. creating integrated neighbourhood teams).
Organisations
- University of Birmingham (Lead Research Organisation)
- Care Quality Commission (CQC) (Collaboration)
- Think Local Act Personal (Collaboration)
- CARERS UK (Collaboration)
- University of Sheffield (Collaboration)
- Cardiff University (Collaboration)
- University of Stirling (Collaboration)
- British Association of Social Work (Collaboration)
- Skills for Care (Collaboration)
- National Institute for Health Research (Collaboration)
- ULSTER UNIVERSITY (Collaboration)
- Social Care Institute for Excellence (SCIE) (Collaboration)
- OFFICE FOR NATIONAL STATISTICS (Project Partner)
- 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)
- Doteveryone (Project Partner)
- National Care Association (Project Partner)
- Care England (Project Partner)
- United Kingdom Homecare Association (Project Partner)
- University of Stirling (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)
Publications
Ask IMPACT
(2023)
Recruitment and retention, An Ask IMPACT guide
Ask IMPACT
(2023)
COVID-19: What did we learn?
Esme Foxworthy-Bowers
(2023)
Technology Implementation in Care at Home Services
Ewan King
(2023)
Choice and control network report
Glasby J
(2023)
Building a better understanding of adult social care.
in BMJ (Clinical research ed.)
Kate Hamblin
(2023)
IMPACT Evidence Review: Choice and Control
Laura Griffith
(2023)
Action to understand and support Values-Based Recruitment in Social Care
Leanne Taylor
(2023)
Supporting Carers of People Living with Dementia at End of Life
Marie Dunnion
(2023)
Direct Payments and People from Black and Asian Minority Ethnic Communities
| 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. During 2023 we moved from our establishment and piloting phase into the first year of delivery. The six pilot projects ended in Summer/Autumn 2023 and produced a range of outputs including evidence reviews, learning reports and videos. A selection of these outputs are included in the earlier section detailing project publications. The pilot projects confirmed the validity of our approach to support change in adult social care and provided important learning for launching the first set of delivery projects. IMPACT is designed to work with the realities of front-line practice/people's lives. Key elements of learning from our pilot projects have included: • Recruiting delivery staff with significant practice/leadership/OD skills, as well with lived experience • Connecting evidence to people's intrinsic motivations/values, so that engaging with IMPACT is part of a solution to challenges that everyone wants to solve (not an extra 'thing to do' on top of everything else) • Recognising that evidence rarely gives a simple 'answer', but is more often a starting point for dialogue/negotiation • Championing an inclusive definition of evidence that fits with social care values and provides robust but practical evidence-informed insights • Building trusting, empathetic relationships at all levels of the social care system (which in turn requires time, flexibility and perseverance). • A commitment to co-production, building more equal relationships and tackling power imbalances. In July 2023 we launched our year one projects covering a range of important topics for adult social care, including: Our 2023-24 'Demonstrators' are: • Integrated neighbourhood teams (projects in Leeds, Caernarfon and East Ayrshire) • Health and well-being of personal assistants (whole of Scotland) • Managing waiting lists in adult social care (all Councils in East Midlands, England) Our 2023-24 'Facilitators' are: • Tackling loneliness in rural areas (Moray) • Community-based approaches to reducing admissions to mental health hospitals (Caerphilly) - start delayed by personal circumstances • Preventative visits for older people (Southern Trust, Northern Ireland) • Recruiting more men into social care (London) Our 2023-24 'Networks' (which include local groups from across each of the four nations) are: • People with learning disabilities and/or autistic people leaving long-stay hospitals • Rural social care • The relationships care homes build with their residents and with local communities • Hospital discharge • 'Remodelling the front door' (changing how people access adult social care to enable better initial conversations) • Supporting staff to deliver person-centred, compassionate care |
| Exploitation Route | We have made the findings of the survey publicly available for others to use. We have also shared proactively with the HSDR programme within NIHR, and with the Parliamentary Office of Science and Technology (POST) to help inform their forthcoming briefing on adult social care innovation. Outcomes from our pilots have been published on our website, and lessons from these initial projects were built into the national expression of interest process that took place in early 2023 and that led to the exciting range of projects that are listed above and are being developed between July 2023 and July 2024. Ongoing learning has influenced our choice of topics and recruitment for year two projects that will launch in September 2024. The publications from the pilot projects are provided in accessible formats to support engagement by those working in adult social care and a wider range of relevant stakeholders. In addition to the publications the IMPACT Centre also has established a National Embedding Team that support knowledge mobilisation from our projects into wider policy and practice; supporting dissemination, scaling up and sustainability of learning. The activities of the embedding team are listed above under 'Engagement activities' and 'Influence on Policy, Practice, Patients & the Public.' The Co-production advisory group continues to play an important role in shaping the work of the IMPACT Centre and members of this group have been more widely recognised as included in the 'Awards and Recognition' section above. |
| Sectors | Communities and Social Services/Policy |
| URL | https://more.bham.ac.uk/impact/ |
| Description | 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. In 2023 we completed our pilot projects, launched our year one projects and established an embedding team who are working to disseminate our findings and influence positive change in adult social care across the UK with learning from our projects. There are examples of our outputs provided in the publications, engagement and influence sections of researchfish and here we provide a summary of our approach and examples of how findinds have been used. A key element of our approach to national embedding has been the development of strategic relationships with specific partners (including policy makers, research funders, regulators and workforce bodies). An additional activity in 2023 has been a series of policy and practice roundtables, with one event in each of the four nations. The aim was to engage policy makers/national bodies, people who work in adult social care and people with lived experience; build wider support for IMPACT; enlist more people to champion the work we do; and continue building communities of people and organisations who may benefit from our work/want to get more involved. Each event focused on particular national priorities, helping us remain attuned to key national agendas. On the advice of our Critical Friends, we mixed online with face-to-face approaches for different events. The following two short case studies provide examples of how our work is being used to influence change: A video produced by 'Friends United Together' in Swansea to promote user-led co-operatives. The Friends are a group of people with learning disabilities who were worried that changes in Council commissioning would break them up as a group and therefore formed a co-operative to pool their direct payments/control their own care and support. The Friends and various policy/practice partners were part of an IMPACT Network on individual service funds/co-operatives, seeking to share their learning/achievements with others to show what was possible. Given this was their innovation, we wanted to support them to be able to tell their own story, their way. We therefore worked with a media company which specialises in helping marginalised communities to tell their own stories, who supported the group to make their own video. This was launched at a national policy event by the Chief Social Care Officer for Wales (https://impact.bham.ac.uk/2023/12/13/friends-united-together/). Significant coverage of work on assets-based approaches, including BBC Northern Ireland/BBC News, Good Morning Ulster, Evening Extra (late night news magazine programme), Sir Chris Whitty's annual report and various policy newsletters/bogs (see, for example, "community health 'keeping me alive and at home'" - www.bbc.co.uk/news/uk-northern-ireland-67620413). This material has also been presented via Health Services Research UK, the Welsh NHS Confederation and the international Global Ageing conference (the latter co-hosted in conjunction with our partners, Scottish Care). It also formed the basis of a recent reception at Stormont, and our community partner will undertake future work to explore scope for social finance to help scale this innovation. |
| Sector | Communities and Social Services/Policy |
| Impact Types | Societal Policy & public services |
| Description | Helping to shape the work of Accelerated Reform Fund |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Ongoing change will be monitored over time, it is too early to comment on change at this point. |
| Description | Inclusion of IMPACT case study in Chief Medical Officer's Annual Report 2023 |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| URL | https://www.gov.uk/government/publications/chief-medical-officers-annual-report-2023-health-in-an-ag... |
| Description | Influencing policy and practice about asset based approaches in Northern Ireland |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Changes are ongoing and will be reported further next year. |
| Description | Membership of commissioning panel for Health and Care Research Wales |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Contribution to a national consultation/review |
| Description | Membership of the Scottish National Improvement Framework Steering Group for adult social care and community health in Scotland |
| Geographic Reach | Local/Municipal/Regional |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Description | 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 (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | British Association of Social Work |
| Country | United Kingdom |
| Sector | Learned Society |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Cardiff University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Carers UK |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Skills for Care |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Social Care Institute for Excellence (SCIE) |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Think Local Act Personal |
| Country | United Kingdom |
| Sector | Charity/Non Profit |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | Ulster University |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | University of Sheffield |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Delivery phase year one 2023) (2022, 2021 - still active) |
| Organisation | University of Stirling |
| Country | United Kingdom |
| Sector | Academic/University |
| PI Contribution | All partners listed for the establishment phase are still working with IMPACT. |
| Collaborator Contribution | The IMPACT Leadership Team is made up of 14 academic, policy and practice partners - including people who draw on care and support, carers' organisations and organisations representing different parts of the social care workforce (across the four nations of the UK). IMPACT's Leadership Team makes key strategic decisions about the design and delivery of the centre, having taken into account the experiences and perspectives of diverse adult social care stakeholders. This includes ensuring that IMPACT delivers its objectives, ensuring quality and managing risk. In fulfilling these duties, the Leadership Team is informed by: • Five 'IMPACT Assemblies' (two in England and one each in Northern Ireland, Scotland and Wales) - these provide external support/challenge; help identify priorities; ensure our work is embedded in the different policy contexts of the four nations; ensure that diverse/seldom heard voices are central; support scaling up; and identify emerging/future social care issues. • A 'Co-production Advisory Group' (made up of one person drawing on care and support and one carer from each of our five Assemblies) - this advises our work with regards to co-production and identifies good practice/areas for future development. • A 'Critical Friends Group' (leading experts from outside UK social care) - this provides external advice, support, debate and challenge. • A 'Consortium' of broader policy/practice partners - these share knowledge/experience, engage their networks/memberships on IMPACT's behalf and share good practice. |
| Impact | See outputs for the IMPACT centre as reported in the relevant section of Researchfish |
| Start Year | 2021 |
| Description | IMPACT (Establishment phase - 2022) |
| Organisation | 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 | New partners within year one delivery phase (2023) |
| Organisation | Care Quality Commission (CQC) |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | We have signed a statement of collaboration with the HSDR programme within the National Institute of Health and Care Research, and are close to signing a similar agreement with the Care Quality Commission and have been building close relationships with the various workforce bodies that make up Skills for Care and Development. |
| Collaborator Contribution | Various research centres and projects within NIHR HSDR have helped to shape planned IMPACT projects for 2024/25, these include projects on social work with older people and family group conferencing in social work. |
| Impact | None to report |
| Start Year | 2023 |
| Description | New partners within year one delivery phase (2023) |
| Organisation | National Institute for Health Research |
| Country | United Kingdom |
| Sector | Public |
| PI Contribution | We have signed a statement of collaboration with the HSDR programme within the National Institute of Health and Care Research, and are close to signing a similar agreement with the Care Quality Commission and have been building close relationships with the various workforce bodies that make up Skills for Care and Development. |
| Collaborator Contribution | Various research centres and projects within NIHR HSDR have helped to shape planned IMPACT projects for 2024/25, these include projects on social work with older people and family group conferencing in social work. |
| Impact | None to report |
| Start Year | 2023 |
| Description | 2021 co-design phase |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | Activity is summarised under 'narrative impact' section of the form |
| Year(s) Of Engagement Activity | 2021 |
| URL | https://more.bham.ac.uk/impact/ |
| Description | Annual Baggs Memorial Happiness Lecture |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Public/other audiences |
| Results and Impact | On 14 December 2023, Clenton Farquharson CBE spoke in the annual Baggs Memorial Happiness Lecture. Clenton is the Lived Experience Lead on IMPACT's Leadership Team and is a passionate advocate and speaker on social justice. In the June 2023 Honours List, Clenton was awarded a CBE for services to contributions to personalisation, disability, social care, and health policy, and was awarded an Honorary Degree at the University of Birmingham in July 2023. Clenton was named in Disability News Services' list of influential disabled people and in as one of this year's Social Care Top 30 by Care Talk Magazine. Clenton actively promotes an understanding of equality, diversity, inclusion, and accessibility, as well as the implementation of practices that can empower and motivate individuals and organisations. The Baggs Memorial Lectures began in 1976. Thomas Baggs was an alumnus of the University of Birmingham who gave a substantial sum to the University to provide an annual public lecture on the theme of 'happiness - what it is and how it may be achieved by individuals as well as nations.' |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://impact.bham.ac.uk/2024/01/17/clenton-happiness-lecture/ |
| Description | IMPACT - Establishment phase (2022) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Professional Practitioners |
| Results and Impact | As part of IMPACT's 'Establishment' phase, we have held a large number of meetings, delivered talks and spoken at practitioner and other conferences across the UK. We have not listed individual events (as agreed with funders). However, during the second half of 2021, this included well over 100 such sessions as part of our 'co-design' phase - and this has continued throughout 2022, across all four nations of the UK. This included a fringe event at the Conservative Party conference, sessions with the Archbishops' Commission on Reimagining Care and a digital exhibition around 'The Future of Care' (as part of the ESRC Festival of Social Sciences). We have also undertaken a broad range of roles in an advisory capacity - for example, as special adviser to the House of Lords Adult Social Care Committee and on the advisory boards of multiple research studies. We have also met with our five 'IMPACT Assemblies' (groups of around 35 people per Assembly, including people who draw on care and support, carers, practitioners, providers, commissioners, researchers and others - with one each in Wales, Scotland and Northern Ireland, and two in England); our Co-production Advisory Group; and our 'Critical Friends Group' (of key people from other sectors and from other countries). |
| Year(s) Of Engagement Activity | 2022 |
| Description | IMPACT Academic seminar - knowledge mobilisation |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Professional Practitioners |
| Results and Impact | An online webinar providing academic presentations on the theories underpinning knowledge mobilisation followed by a discussion led by members of the co-production advisory group. |
| Year(s) Of Engagement Activity | 2024 |
| URL | https://www.youtube.com/watch?v=nfhrFAkyFME |
| Description | IMPACT Establishment phase and year one delivery (2023) |
| Form Of Engagement Activity | A talk or presentation |
| Part Of Official Scheme? | No |
| Geographic Reach | International |
| Primary Audience | Professional Practitioners |
| Results and Impact | During 2023 IMPACT moved from its establishment phase into the first year of delivery, which commenced in July 2023. During this year IMPACT continued to expand its stakeholder network and to engage with many people through a large number of meetings, delivered talks and spoken at practitioner and other conferences across the UK. We have listed a few key individual events from 2023 but have not listed everything that the Centre has undertake (as agreed with funders). We continue to play a convening role in a very fragmented sector, bringing together often very divided stakeholders at local level (via Facilitators and Demonstrators), at national level (via Assemblies) and across national boundaries (sharing learning via our Networks). We are maintaining relationships with people who have been involved with IMPACT projects and developing new strategic relationships with people who work in policy and practice, people with lived experience and with regulators. A number of our national policy and practice roundtables, for example, aim to develop relationships across a wide sphere with a focus on a) lived experience; b) how lived experience makes it into policy and practice; and c) making the format accessible and available to a diverse group of people. The events focus on capturing mechanisms of change in social care, and how this interacts with changes in broader policy/practice. The central IMPACT communications team hosted two events - our delivery phase launch in June and our ESRC Festival of Social Sciences 'Who Cares?' panel in November. Our launch event brought together people from across IMPACT and beyond, and we heard from Jon Glasby (IMPACT Director), Jo Goddard (ESRC), the IMPACT Networks team, Karen McCormick (Lived Experience Engagement Lead), Luke Nash (Co-production Advisory Group), Robin Miller (Demonstrators lead) and Ewan King (Deputy Director for National Embedding). The 'Who Cares?' event took a different format, with input from Emily Kenway (author of 'Who Cares?') and a panel with Clenton Farquharson, Emily, Jon Glasby and David Brindle (former Public Services Editor at The Guardian. They explored the relationship between people who draw on care and support and carers, with unpaid carers from a range of backgrounds making up a large proportion of the audience. We have also met with our five 'IMPACT Assemblies' (groups of around 35 people per Assembly, including people who draw on care and support, carers, practitioners, providers, commissioners, researchers and others - with one each in Wales, Scotland and Northern Ireland, and two in England); our Co-production Advisory Group; and our 'Critical Friends Group' (of key people from other sectors and from other countries). |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://impact.bham.ac.uk/our-projects/ |
| Description | IMPACT Policy workshops and round tables |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | A key activity in 2023 has been a series of policy and practice roundtables, with one event in Scotland, Wales and England. The aim was to engage policy makers/national bodies, people who work in adult social care and people with lived experience; build wider support for IMPACT; enlist more people to champion the work we do; and continue building communities of people and organisations who may benefit from our work/want to get more involved. Each event focused on particular national priorities, helping us remain attuned to key national agendas. On the advice of our Critical Friends, we mixed online with face-to-face approaches for different events. |
| Year(s) Of Engagement Activity | 2023,2024 |
| URL | https://impact.bham.ac.uk/2024/01/29/wales-policy-and-practice/ |
| Description | Making Managed Budgets a Reality |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | This event brought together stakeholders from across Northern Ireland to consolidate the work of a 'Community of Common Interest' that has been collaborating and meeting over the past year to explore how managed budgets can be put into practice. This group, led and facilitated by Leslie-Anne Newton ARC NI (the Association for Real Change Northern Ireland) and supported by the IMPACT implantation centre agreed now was the time to 'recapture the vision' and work together to try and progress the agenda around managed budgets through concrete action plans- the main focus of the workshop. |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://arcuk.org.uk/northernireland/making-managed-budgets-a-reality/ |