Catherine-Rose Stocks-Rankin (IRISS Associate) shares some of the findings from her work exploring the impact of IRISS using contribution analysis

1. IRISS Champions Event 2014

2. In a world of complexity …

3. What is our contribution?

4. IRISS’ outcomes
• Embed a culture of collaboration, open to new ideas
• Ensure everyone has the knowledge, tools and skills to effectively use
evidence and innovate
• Place people at the centre of the design of services and support

5. But how can we know?

6. CA gives us a pathway

7. And six steps to follow

8. CA = Six steps
1. Define the issue and create a cause/effect question
2. Develop a theory of change/logic model and the risks to its success
3. Generate evidence
4. Write a ‘contribution story’
5. Test the story and collect more evidence
6. Revise strengthen and share

9. We’ve built our own approach to CA

10. We use a set of tools

11. Collaboration

12. Logic models
doview.com model
Page 1
Pilotlight Pathway Three
What did we do?
Attitudes
identified that
hinder access to
self-directed
support and
encourage
organisations to
overcome these
barriers
A range of
participants from
pratice, people
who access
support, provider
organisations
8 Workshops:
Pilotlight
Pathway 3
Co-Design
approach which
focuses on user
needs and
develops
concerete
solutions
What happens as a result?
Participants
develop new
contacts and
relationships Participants are
supported to
develop their own
business idea/plan
We work
collaboratively to
design solutions
to user needs
We develop
products which
support people to
develop their
existing supports
and overcome the
barriers to
starting a new
business
We model new
ways of working
(expand on this)
Participants
develop a lasting
network
Intermediate
outcomes
We identify
barriers and
enablers to
people using SDS
to start a business
We lead thinking
on designing
better services
We prompt
Organisation to
embed new ways
of working
Collaboratively
designed and
produced
servcies and
support
Short-term
outcomes

13. Interviews

14. To tell a …

16. Including the risks!

17. Create some discussion

18. To test out our narrative

19. To make something is closer to a …

20. Pathway to impact
Examples: Supervision and Champs!

21. supervision project
Activities Changes in awareness Changes in knowledge, skills or capacity Changes in behaviour or practice
doview.com model
Page 1
Five partners +
IRISS
Partner capacity
to support peer-learning
and to
develop and carry
out a small-scale
intervention
Evidence on
outcomes-focused
models
of support and
supervision from
IRISS
Partner
knowledge about
current models of
supervision and
barriers/supports
to outcomes-focused
ways of
working
Group-based
peer-support with
developing
supervision in the
sector
Small-scale
interventions in
the sector to
develop
supervision
IRISS values the
model of group
learning as a way
of learning about
peer-support and
adapts as
necessary
Partners and
IRISS value the
peer-support on
supervision and
share challenges/
enablers
throughout
Partners value
their intervention
as a useful way to
change practice
and embedd a
culture of
outcomes-focused
working
Partner
organisations
value and support
the intervention
IRISS learns
about barriers/
enablers to peer-support
and
develop a model
for group learning
Partners and
IRISS learn from
one another and
share resources
and ways of
working
Partners and
partner
organisations
learn about their
own model of
supervision and
develop a
response which
improves
supervision and
achieves some of
their outcomes
New knowledge
about using a
model of peer-support
to create
culture change
New knowledge
about supervision
models in the
sector
Improved
capacity
(resources, skills)
for outcomes-focused
supervision
Outcomes-focused
thinking
is more
embedded in
partner
organisations
IRISS uses
learning from
project to develop
its approaches to
projects as well
as new work on
peer-support and/
or outcomes
Small-scale
interventions in
supervision are
adopted more
widely in practice
Outcomes-focused
ways of
working adopted
more widely in
practice
Inputs

22. Inputs

23. activities

24. changes in awareness

25. changes in knowledge, skills, capacity

26. Changes in practice

27. What’s it really been like?

28. Another example – Champs!

29.  IRISS is the lynchpin
◦ They bring everyone together
◦ Everyone is working in isolation - no one has the
time to bring everyone together
◦ IRISS is our facilitator - gets the conversation
started, but doesn’t monopolize it
◦ ‘Yes and’ approach - Don’t think I’ve met anyone at
IRISS who didn’t say ‘yes, and...’
◦ Its less about being critiqued - compared to
engaging with SSSC, Care Inspectorate and others
◦ IRISS is in a unique position

30.  Send electronic versions out to staff “but don’t
get emails back (and wouldn’t expect to)”
 Will write a bit of a blurb if its about a project
and IRISS is recruiting or soliciting involvement
 I don’t do a whitewash
 Put the paper versions in the lunch area
 The good thing about the paper resources is that
people are more likely to read them
 The electronic communications can get lost in
other priorities in the inbox

31.  Changes in awareness
◦ It’s valuable to be in a network of like-minded people
◦ So I don’t feel alone
◦ I’m learning a lot, but haven’t done anything with it yet –
although I’ve recognised the to create more space in my
role to think strategically
 Changes in practice
◦ Using IRISS resources in training and teaching, e.g.
Leading for Outcomes Guides
◦ Feeding back to IRISS – “two-way communication” about
future projects and feedback on current work

32.  At [our organisation], we strive for innovation
and creativity but I also know we go around in
circles
 For example - we’re now dealing with the fourth
generation of families who live with deprivation -
we’re not breaking the cycles
 A body like IRISS works on your behalf to
strengthen that common voice
 We’re struggling to survive - don’t use all the
knowledge and expertise that we should do -
time is an issue
 The work we do could be more far-reaching

33.  IRISS is up-to-date - aware of the current issues
 Range of ways they’re communicating
 Value the innovation, but haven’t engaged as
greatly with that side
 IRISS is a source of support - they know how to do
things - when you’re struggling they can tell you
what’s going on in other areas
 IRISS is a trusted source -I hope it continues for a
long time to come
 We know it takes a long time to engage in
knowledge, evidence and innovation - it’s such a
huge change to embed that amongst practice

34.  Never been quite sure what I’m supposed to do
 Time is a major barrier - something has always
gotten in the way
 We’re quite innovative as an organisation - don’t
need to be pushed
 Will flag IRISS resources up and put them out to the
teams – but I don’t work with practitioners directly
 Insights - always find the resources really useful
 IRISS ONs - not sure about them - not telling me
anything I didn’t already know
 So much information - a pack a week (!)
 Load of IRISS stuff is on the tables - still sitting about

35.  We missed some opportunities with IRISS lately due
to changes in organisations
 There’s plethora of people to help you - the
landscape can be a bit cluttered
 For example – SSSC is supporting leadership and
other organisations offering support with SDS
 Leadership, working with carers, outcomes,
supervision - the organisation isn’t ready to
engage with all of this
 As a Champ, I raise awareness - get people to
engage – I can influence the organisation
 But can only deliver so much

36.  Longer, more in-depth, conversations
 Invite IRISS to the monthly meetings - always
bring life and meaning to the discussions
 We should meet throughout the year
 Champs events help keep the momentum
going
 More?

37. Where do we want to go next?

38.  Multiple roles in different organisations or senior
strategic roles
 Role tend to sit between organisations
 Suits the sharing of information across
organisational/sector boundaries
 Champs can see opportunities as well as barriers to
innovating, using evidence, etc.
 Can build relationships between workplaces
 Can be flexible and develop work in multiple
organisations/areas

39.  Sit between senior level strategy and operations
 One role that spans different parts of an
organisation
 Role is suited the dissemination and sharing of
good practice information across the organisation
 Can work on small-scale practice developments
and/or organisation-wide strategic developments
 Receives feedback from across the organisation
 Atends high-level strategic meetings but can also
interact with practice

40.  Learning/development roles
 Harmonies between practice development role and
Champion role
 Professional role involves consideration of barriers
and enablers to learning and practice change - can
involve learning about developments in the sector
 In training role - has direct responsibility for
changing practice
 Multiple relationships across different practice
departments

42. Photo credits
• Complexity 1 from nerovivo
• Bamboo complexity from taufuuu
• Blue tunnel from fontos von carlos
• Pathway from davi ozolin
• Upstairs from josef stuefer
• Construction from learn from build more
• The right tool from emily
• Risk from carnagenyc
• Test fro dave bleasdale
• Story from duncan c
• True story from ncindc