# The 4 I's Framework for Tackling Loneliness The Tackling Loneliness Theory of Change provides the strategic framework for how Salford Students' Union and the University of Salford work together to reduce student loneliness and build belonging. ## Vision Every student at Salford should feel seen, connected, and part of a community that values them. Loneliness is not a personal failing; it is a signal that something is missing. Our goal is to reduce both social and emotional loneliness among students and to build a connected, compassionate campus where belonging is experienced by all. ## The 4 I's Approach We deliver through four interconnected pathways. Student agency must drive all 4 I's. | Pathway | Lead | Focus | Primary Evaluation | | ---------------------------------------------- | ------------------------------- | -------------------------------------------------- | ------------------ | | [[Inform (Tackling Loneliness)\|Inform]] | [[bethan taylor-evans|Bethan]] | Awareness, stigma reduction, training | Quantitative | | [[Intervene (Tackling Loneliness)\|Intervene]] | [[tom astle|Tom]] | Direct support, SU Connectors, student groups | Quantitative | | [[Influence (Tackling Loneliness)\|Influence]] | [[zaki kaf al-ghazal|Zaki]] | Systemic change, policy, structural inequity | Qualitative | | [[Iterate (Tackling Loneliness)\|Iterate]] | [[mollie foster|Mollie]] | Experiment, learn, improve through data and review | Mixed | All four pathways are inter-related and support each other. As CEO, Ed is ultimately accountable for delivery. Other managers lead enabling strategies that support the 4 I's. ### Summary - **Inform** creates awareness and empathy - **Intervene** provides targeted support and opportunities for connection - **Influence** builds environments and systems where belonging can thrive - **Iterate** means we're experimenting, learning and growing across all our activity **Impact**: Students belong, aren't lonely, and can flourish. ## Iterate: The Learning Engine Iterate is what drives improvement across the other three I's. It ensures our assumptions are challenged through: - Our data and impact reports - Our experience and performance evaluations - Our partnership with the University - Inclusive and equitable engagement with demographic monitoring - Quarterly monitoring with senior leader accountability ## Assumptions to Challenge We need to keep a close eye on our assumptions. Is it true that: - More societies = less loneliness? - All demand for student groups is met by our student groups? - All students benefit equally from our work? - Every student has equal access to volunteer for us? - The University is going to prioritise this? - Our training changes staff and student behaviour? We need to think about: - Demographic monitoring - How credit frameworks could help support inclusion - How we recognise non-traditional student leaders - Maintaining our ongoing partnership with the University - How we monitor the effectiveness of our training ## Related - [[Salford SU Tackling Loneliness Strategy (TLS)]] - The strategy document - [[142.04 Operationalise the Loneliness Theory of Change]] - Active project - [[Tackling Loneliness at Salford]] - Overview of Salford's approach - [[Evaluating Loneliness]] - Measurement approaches ## Source Based on the Theory of Change workshop (31 July 2025) and strategy development work. Worked with [[Helen MacIntyre]], [[Pam Qualter]], [[Yixuen]], [[Mollie Foster]] and [[Alan Roberts]] to develop, alongside a series of workshops with SU staff. Updated to 4 I's version February 2026.