Scaling Up Leapfrog tools. A collaboration with Morecambe Bay Clinical Commissioning Group and Lancaster CVS

Collaborating with our partners in the public, community and voluntary sector has highlighted a need for tools that work at scale with large groups of people. Scaling Up Leapfrog is a series of 3 workshops to enable more effective and innovative engagement with large groups of people by co-​designing new adaptations of the original Leapfrog tools for use at scale, or completely new tools. In the first workshop at Lancaster University over 20 participants from Morecambe Bay Clinical Commissioning Group, Lancaster CVS, the Police, a primary school and charities across Lancaster shared their experiences of engaging with large groups to help us understand the challenges of working at scale. After much discussion the group agreed that the 5 main areas where new tools could work flexibly with the existing Leapfrog tools or well known facilitation techniques such as ‘The Art of Hosting’ were:

  • Tempo, focus and keeping people on track
  • Consensus and divergence
  • Sensitive issues
  • Analysis, actions and sharing outcomes
  • Invitation and involvement

Towards the end of the workshop the group were introduced to a selection of Leapfrog tools which could be adapted to meet the engagement challenges above. In the next workshop the group will explore in detail how the Leapfrog tools can be adapted to work at scale through the contextual frames of people’s engagement role and passions and co-​design adaptations to the Leapfrog tools or come up with ideas for completely new tools for Leapfrog’s designer to create from their designs.


Aligning Strategic Priorities with the Lancashire North Health and Wellbeing Partnership Board

Leapfrog were asked to facilitate the North Lancashire Health and Wellbeing Partnership Board to help the group identify and agree key priorities and collaboration opportunities for the Community Health and Wellbeing activity, which is one of 4 stands of focus on working in a multi agency approach across North Lancashire. The group began by mapping previous community health and wellbeing activity in the past 12 months. They then drew real connections where they worked in partnership in black and possible connections where they did or could have worked together in partnership in red. This helped the group to see possibilities for joint future working. 

Next the group were asked to describe community health and wellbeing activity planned for the next 12 months and explain why strategically this was important for their organisation on large round stickers. The group stuck the activities onto the wall in clusters so everyone could see where strategic aims and interventions were aligned and reviewed the activities as a group.

After a break each board member was given two voting stickers to vote on what they thought was a key priority for the HWPB and a potential collaboration opportunity. This activity aimed to draw out and align priorities for each service and the HWPB. Reviewing where the stickers were placed after the workshop, there were seven clusters of strategic aims and interventions where voting stickers where placed. The clusters of strategic aims and criotiies are summarised in the PDF report of the workshop which can be downloaded on the right hand side of this page. 

Finally the group reviewed where votes had been placed and made connections between the strategic aims and interventions that had been prioritised. This helped them decide where to work together for maximum impact for community health and wellbeing. Working in small groups they used the Leapfrog tool ‘Snapshot plus Story’ to describe their collaboration and its activities, timescale, resources required and intended impact.

After presenting their planned collaborations to the group, the group agreed what would be the most effective way to build on today and focus on the wider remit of the Community Health and Wellbeing Partnership Board with the aim of creating strategic objectives and action plans for all four strands. 

Using Leapfrog tools to give equal voice to the range of perspectives in a team

Lancaster University’s Educational Development team met recently to explore innovative ways of providing its service to the institution, and employed one of the Leapfrog tools to support our thinking. 
The Educational Development team at Lancaster has a key role to play in supporting the teaching practice development of academic and professional services staff employed at the University, and its International Teaching Partnerships in Malaysia, Ghana and China. We also support curriculum enhancement across the institution, providing expert educational input into course design and development processes. This is achieved through a variety of activities including the leadership of certificated teaching development programmes, events and specialist workshops related to learning and teaching, educational projects and initiatives, policy development and consultative activities.
Following a supportive discussion with the Leapfrog team, we selected the Prioritise Together tool to help frame and explore and discuss the merits of current and potential approaches to providing development at the University. In doing so we devised several criteria by which to reflect on the potential for implementing either new, or alternative methods. These points – used as the axes for the Prioritise Together activity – included categories of efficiency, teaching excellence, permissiveness of organisational structure to implement, individual development value, organisational value, reach, sustainability, inclusivity, cost, and measurability.
The team initially generated post-​it notes to capture the range of existing and possible work areas, and then in pairs self-​selected and applied the criteria that were most important to them. For instance, our Programmes Administrator was interested to explore the ‘efficiency’ theme, providing an interesting and balanced contrast to the more managerial ‘cost’ drivers. We also then changed one or both of the axes to see what would happen. As a team, it was important for us to let go of having a particular view of the likely outcome. In doing so, we felt the process was a real success in stimulating some rich and valuable conversations that, crucially, gave equal voice to the range of perspectives in the team. Moreover, it led to identifying a handful of specific things to progress further, supported by everyone in the group. 
The range of Leapfrog tools is a chocolate box of innovative and interesting ideas for team-​based thinking. I am sure that we will revisit and use them again to support our creative thinking!

LCC Lancashire Care Leavers County Wide Workers Team

Members of the Leapfrog Team were invited to attend the monthly Lancashire County Care Leavers development forum on 17 Jan 2018 and shared eight different engagement tools.

Following previous contact with the Leapfrog project, the Leaving Care Team for Lancashire County Council worked with the Leapfrog Team in creating a specific workshop for their PA Team (Personal Advisors).

PA’s are employed to work and support individual care leavers on a one to one basis. Each PA has around thirty young care leavers that they give ongoing support. There are three Care Leaver groups working across the whole of Lancashire, covering the Northern, Eastern and Central regions of Lancashire. 

For the event there were thirty PA’s present and they travelled To Preston Town Hall from across North, East, and Central Lancashire Teams. The team who specifically input into the delivery of the event were:

Jane Hylton (Leaving Care development officer)

Andreas Feldhaar (Team Manager, Leaving Care Service (PPA), North Lancashire)

Deana Riley (Professional Personal Advisor, PPA East)

Monica Hewitt (Professional Personal Advisor, PPA East)


For the Leapfrog we agreed to focus  upon tools that support group work; This included facilitating group work, developing group work with young people, and tools that could be used in enabling young people to take a leading role in establishing their own forum. Jayne and Andreas brought into focus elements of PA engagement work that related to ASDAN, another tool which supported care leavers towards independent living. The workshop plan is attached to illustrate the format of the session. 


There were eight tools that were used in the workshop and these included: Target Control, Role Bingo, Flow, Snapshot and Story.

The PA teams collectively worked in groups and investigated new ways to promote, generate awareness of, and implement activities for National their care leavers week, an annual event taking place each November.

Individual Action plans and toolkits were distributed to everyone at the end of the session for further sharing with other team members across the Lancashire region.


Blackburn and Darwen Council Sensors Workshop

Leon Cruickshank led a Leapfrog Session exploring different tool use with officers from Blackburn with Darwen Borough Council.

The workshop should lead to development of a new research project connected with health.

We look forward to sharing news of this in the future, presently the work taking place within this area its called “Sensors for health and wealth”.


Lancashire Care Quality Improvement Team

Leapfrog was invited to share some of the new Rigorous Stories Tools.

Kim Gregson, Quality Improvement Facilitation Manager and Daren Conway, Quality Improvement and Experience Team, had both attended the tools sharing event held in ImaginationLab at the end of October 2017. They were impressed by the tools and the positive energy generated by the event, and believed the engagement tools would be of benefit to others from Lancashire Care NHS Foundation Trust.

At their team meeting on 22 Nov, Fylde and Wyre CCG, Debbie gave an overview of the Leapfrog projects, explained some of the outcomes of three major projects, which involved teams of co-​designers comprising of young people, librarians who developed new team tools, and NHS staff, councils and volunteers. Four of the new tools were shared; Snapshot and Story, Feedback Cycle Request, Engagement Map Key and Prioritise Together, and samples left with the team to try out in their own daily practices. An open offer was made to the group to attend the December Tool Fest.

Both Anne Alison, Associate Director of Quality Improvement and Experience, and all sixteen staff members present were interested in possibilities of future tool sharing across the Foundation Trust. It was interesting to learn about the different teams, their portfolio areas of responsibilities, and the roles they all play, I had no idea that this work would also span across prisons and the criminal justice system. The various teams attending were from; Quality Improvement and Experience Teams, Volunteering and Wellbeing & Mental Health Helpline Teams, the Hearing Feedback Team, Promoting Health and Preventing Harm Teams. Their work covers complaints, processes of reporting, response and resolutions, collection of important  data and important feedback from service users. Although under considerable pressure, each team had praise worthy and positive feedback, along with new examples of exemplar and best practice within their work to share.

We look forward to our developing further connections through out tool dissemination activities.