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setting up an expectation around co-production and young people engagement which may not be sustained beyond the project funding period

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Concerns that evidencing impact leads to a Service change that should be an 'As well as' rather than 'An instead of'

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Concerns that evidencing impact leads to a Service change that should be an 'As well as' rather than 'An instead of'

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Getting the support to the right children and families. Sharing multi-agency info to enable this.

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sustaining the co-design and ensuring that we keep child at centre and dont keep asking the same community the same questions with no actions or outcomes

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Making sure we have enough data captured to support sustainability by evidencing impact of this work.

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how to bring in new approaches alongside working at the sharp end as such - how to get prevention and inclusion in as a priority area.

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how to evidence impact re system change and identify contributions

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getting decision-makers on board

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Decision makers may lack in depth awareness of the work of IAP and the positive outcomes generated 

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Decision makers may lack in depth awareness of the work of IAP and the positive outcomes generated 

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timing - ensuring evidence is available before the end of funding to inform decisions

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ensuring that the concept of IAP is understandable and accessible to all involved

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ensuring staff are fully motivated to participate at a time of challenges with staff retention and competing statutory demands

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Decision makers from across all services need to be kept informed of the impact of IAP, e.g. Children's Services Partnership

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Decision makers from across all services need to be kept informed of the impact of IAP, e.g. Children's Services Partnership

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how do we provide information to decision makers across partner agencies 

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how do we provide information to decision makers across partner agencies 

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How do we ensure we've done justice to the voices of young people and their engagement in IAP. Practice change / system change is limited by a number of factors - many of which are social rather than structural: e.g. existing practice norms, existing cultural norms, experience of overwhelm for practitioners/managers. Improvement will be constrained by these factors - and others like staff time and budget. How can the Steering Group help us name, understand and tackle these more cultural/social factors head on?

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knowing when / what funding is coming on stream enabling access it in a timely manner with a bank of supporting evidence in place.
Agree re setting up expectations that can't be met long term- results in a lack of trust from our stakeholders.

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how we collate and translate all activity around co-production and test of change into ongoing delivery and supports in a sustainable way

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If we hope that managers make big/bold decisions that shift the focus of services to be more inclusive, more relational - what do they need to make these decisions. Is it evidence? Is it something else?

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How can we be clear about our 'ask' of practitioners/managers ... especially when co-producing change. We need to be clear that we are asking for time and commitment to improvement activities - and that this is above and beyond the day job. How can we be honest about that need for time. And secure that commitment for managers. Especially when services/practice are so stretched.