transforming communities creating outcomes improving ...€¦ · road shows in birmingham, bristol,...

Achieving citizen outcomes

governance international®

CO-CONCEPTION

MIT-BEWERTEN

ASSET-BASED APPROACH

CO-ÉVALUATION

KOPRODUKTION

PARTICIPATION CITOYENNE

QUALITÉ DE SERVICE

CO-PRODUCTION

CO-DÉLIVRAISON

USAGERS

WIRKUNGEN

CO-ASSESS

CAPACITACIÓN

ACTIVE CITIZENS

CO-PLANIFICATION

OUTCOMES

COPRODUCCIÓN

CO-DISEÑO

CO-COMMISSION

MIT-UMSETZEN

CO-REALIZACIÓN

CO-EVALUACIÓN

PARTICIPACIÓN CIUDADANA

RESULTADOS

CO-DESIGN

MIT-ENTWICKELN

DÉMOCRATIE PARTICIPATIVE

MIT-BEAUFTRAGEN

CO-PLANIFICACIÓN

VERWALTUNG 2.0

CO-DELIVER

AKTIVE BÜRGERINNEN

The Governance International Co-production Roadshows

Transforming Communities Creating Outcomes

Improving Efficiency

Governance International Road Show2 3



© 2011 Governance International

❱Howshoulditbeencouragedbypublicagen-cies?

❱Howcanpublicagenciesensuretheyreapthebenefitsthatco-productioncanprovide?

❱Howcanthethirdsectorandpublicagenciesactinpartnershiptoharnessthecontributionthatusersandcommunitiescanmaketoserviceimprovement?

The Governance International Co-production Road showsinBirmingham,Bristol,LondonandManchesterduringFebruaryandMarch2011gaveparticipantsaclearunderstandingofwhatco-pro-ductioncanachieveandhowit isbeingusedininnovativecasestudiestoincreaseefficiencyandimprove services. The Roadshows helped partici-pantstofittheco-productionapproachintotheirownorganisationsandpartnerships.

TheRoadshowprogrammeincluded:

Tony Bovaird on ‘Making the Big Society Hap-pen! Co-producing public services with commu-nities and service users’ – outlining how co-pro-duction can help to improve quality and lowerthecostsofpublicservices.

Elke Loefflerexplaining‘howpublicagenciescanworkmoreeffectivelywithserviceusersandcom-munitiesusingtheGovernanceInternationalCo-productionToolkit’

Department of Health briefings on ‘Practicalapproaches to co-production’ by Shahana Ram-sdenand‘Practicalapproachestoimprovingthelivesofdisabledandolderpeople throughbuild-ingstrongercommunities’byCatherine Wilton and Martin Routledge

Goodpracticecasestudiesinco-productionfromrepresentatives of the Department of Health’s TASC Co-Production Group.

Localgoodpracticecasestudiesinco-productionfrom:

❱ SolihullCouncil’s‘EnvironmentalChampions’Programme.

❱CastleValeCommunityHousingAssociation.❱BirminghamCityCouncil’s‘Engagingwith

worklessdisplacedcommunities’Programme.❱BristolCommunityHousingFoundation’s

‘UpperHorfield’sPrideofPlaceInitiative’❱ StockportCouncil’s‘Mycare,MyChoice’social

carewebsite❱TheLondonBoroughofLambeth’s‘Youth

Council’.❱TheMosaicClubhouseapproachtoMental

Health❱TheLondonBoroughofLewisham’ssuccessful

publicfundraisingcampaigntosaveBlackheathFireworksNight.



W H AT W E R E T H E R O A D S H O W S A B O U T ?

Governance International promotes ways ofachieving the outcomes that matter to citizens.Oneparticularfocushasbeentodemonstratehowpeoplewhouseservices,carersandcommunitiescan play a greater role in public services leadingtoimprovementsintheoutcomestheyexperience.

The theme of Co-production with service usersandcitizenshasbecomeanincreasinglyhighpro-fileissue.Wehearthetermbeingusedbygroups

ofpeoplewhouseservices,carers,councilleaders,civilservantsandjournalists.

Despite this, people do express confusion aboutwhatCo-productionactuallymeans,andhowtheconcept can work in practice. The key questionshavebeen:

❱Whatisco-production?❱Howdoesitwork?

Governance International Road Show4



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alsothosewhichimprovethewholeofacitizens’qualityoflife.Peoplewhouseservicesoftenknowthings that many professionals don’t. Moreover,togetherwiththeirfamilies,theirneighboursandthe communities they live in, they often haveknowledge and a willingness to help improveservices.Togethertheycontributetoaprocessofuserandcommunity co-production.

Thisleadstoadefinitionofco-productionas:

“the public sector harnessing the assets and resources of users and communities to achieve better outcomes which cost less”.

Soco-production involves inputs frombothpro-fessionals and from service users and their com-munities.

Thissectionsummarisesthekeylessonsthatpar-ticipantsandpresenterswereabletodiscussandshareduringtheroadshowsessions.

Making the big society happen ! Why it is important to co-produce public services with communities and people who use services.

Co-productionisanexcitingdevelopmentinthechangingrelationshipbetweengovernment,peo-ple who use services and their communities. Itis about efficientuseof society’s resources –notjustresourceswhichproducepublicservices,but

K E Y L E S S O N S O F T H E R O A D S H O W S




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estofcitizensandthirdsectororganisationsinco-production.

Participants heard how respondents in the Gov-ernanceInternationalsurveyofco-productioninfive European countries had indicated differingviewsonpublic serviceprovisionandco-produc-tion.Inparticular,peoplereportedthattheywerealreadydoingmanythingswhichhelpedtomakepublic services more effective – e.g. recycling,using less energy, being more careful with theirdiet,watchingovertheirneighbours’housewhenthey were away, reporting suspicious incidentstothepolice,etc.However,itwasclearthatpeo-ple were much more likely to do relatively sim-ple things,whichwereeasy for themanddidn’tinvolvegettinginvolvedwithotherpeople.Thisraisesthechallengeofmobilisingmoresocialandcollective forms of co-production, not just indi-vidual actions –so the case studies were particu-larlyvaluable,showinghowthiscouldbedone.

TheGovernanceInternationalsurveyofEuropeanco-production threw up the fascinating statisticthatover70%of citizens (particularlyyoungpeo-ple)werewillingtodomorethantheycurrentlydo.

The Co-production Roadshows were designedaround the Governance International Co-pro-duction Model,whichshowshowco-productioncantransformpublicagencies,fromthefrontlinetothebackoffice,throughthe‘FOURCOsofCO-PRODUCTION’.

Co-productionisdifferentbecause:

❱ Itvisualisesserviceusersasdynamicasset-hold-ersinsteadofsubmissiveconsumers.

❱ Itpromotescooperativeratherthanpaternalis-ticrelationshipsbetweenprovidersandusers.

❱ Itfocusesondeliveryofoutcomesratherthanjustservices

AkeylessonfromtheRoadshowswasthatco-pro-ductioncanbe substitutive, whenpublic sectorinputs are replaced with inputs from users andtheir communities OR it can be additive, bring-ing together user and community inputs withinputsfromprofessionalstogivebetteroutcomes.Ofcourse,theformerhasbeenakeydriveroftheinterest of government departments in recentyears–butitisthelatterthatoftenfirestheinter-

“I’ve just realised we are ALREADY

doing lots of co-production – but I

never saw the bigger picture before”




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Co-design of public services with users, particu-larly thosewhocare about the service andhaveexpertise.Throughwellmanagedco-design,pub-lic services can provide “better for less”. Involv-ingthetargetgroupindesignprovidescredibility.Partnerships between different agencies providerich content. It is crucial to ensure that usersinvolved in co-design see that they can make adifference. This ensures project sustainability.Governance Internationalusedtheexampleofacity council website in Modena, Italyonissuesaffect-ingyoungpeople,createdwiththemtoshowthatopenandinclusivegovernancedoesn’tjustmeanmore information but relevant information, pre-sentedinawaywhichreallyconnectswithyoungpeople.

Co-commissioning builds in the priorities ofpeoplewhouseservices,carersandothercitizens.It is successful because it leads to more relevantservices, which enable a better quality of life,throughhighlightingtheoutcomesthataremostimportanttocitizens.Italsohighlightsthepoten-tial for cost reductions by eliminating lower val-uedservices.TheexampleusedintheRoadshowwastheparticipatorybudgetingapproach(bettercalled ‘citizen priority-setting’) in Berlin-Lichten-berg, Germany, where multiple channels wereused to ensure that a significant proportion ofthelocalpopulationgotinvolvedinsayingwhatservicesweremostimportanttothemandwhichserviceimprovementsshouldhavepriority.

Co-delivery entails users and other citizens tak-ing part in the delivery of public services. Thisensures the service benefits from their knowl-edge,expertiseandskills–afterall, theyaretheones who grow intimately acquainted abouthow the different ways of delivering the servicecanchangetheoutcomes itachieves– forexam-ple, ‘expert patients’ know how best to managetheirownlong-termconditionsandcanpassthis

knowledgeontoothers.Moreover,mostservicescannotreallyworkwithouttheco-operationandcommitmentofpeoplewhouseservicesandothercitizens – for example, the need to diet, reducealcohol intake, engage in a fitness regime, orundertake the reading and learning assignmentsbetween classes in training or lifelong learningprogrammes. Governance International provided acasestudyofSpeed Watch in South Somersetwherelocalresidentsandpoliceareworkingtocombatspeedinginruralvillages.Theprojecttappedintostrong community concerns over the issue andSpeed Watch coordinators brought together citi-zengroupsinaneffectivepartnershipwithpoliceand the council. Since theprojectbegan in July2007,therehasbeena40%reductioninvehiclesrecordedas speeding in thevillages running theinitiative.

Co-assessment brings citizens into the monitor-ing and evaluation process. This makes it morefocusedon theoutcomes thatpeopleget, ratherthansimplyassessingtheactivitiesandprocessesofpublicagencies. Itprovidesdirect feedbackofwhatusersREALLYvalue–and,of course,whattheydoNOTvalueandbelievecouldbecutout.Governance Internationalprovideda case studyofcomplaints management by the London Bor-ough of Camden. Here a complaint from a resi-dentwhichwaspostedonTwitterwasfielded‘inrealtime’bytheCamdenCommunicationsTeam,whorepliedtoitlaterthatday,andthenfollowedit up the next morning to tell the complainantthat theproblemhadnowbeenclearedupcom-pletely, resulting in a highly appreciative ‘tweet’andblog from thepersonwhose complainthadoriginallystartedtheprocess.Thisisanexampleofhow ICTcanexpedite immediate feedbackatverylowcost–andthedisseminationofpositivepublicitywhentheissuesrevealedthroughmoni-toringandevaluationjointlywiththepublicareresolved.

T H E F O U R C O S O F C O - P R O D U C T I O N

“This is not as hard as I thought –

bits of this could be done really

quickly!”

Target it! People it!

Grow it! Incentivise it!

CO-DELIVER

CO

-AS

SE

SS

CO-DESIGN

CO

-CO

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ISS

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”Gave us a clear model to fit our

existing activities into”

“The examples gave us ideas to take

away and try”

”Great to get conversations that went

into really deep detail and specific

examples”

”Good to have an open, honest

discussion”

This presentation took participants through thestepsforensuringeffectiveco-production.

STEP 1 : Target it !

❱Mapwhere co-production is already taking placeandidentifywhatbenefitsitishaving.

❱ Identifythepotential for new co-production activitieswithpeoplewhouseservicesandfrontlinestaff(feedinginbestpracticefromnationalandinternationalcasestudies).

❱ Identifytheactivitieswhere co-production is most likely to provide large savings and/or quality improvements.

STEP 2 : People it !

❱ Identifyandworkwiththose who know and care mostaboutservices,sinceco-productionwon’tnecessarilyinvolveeveryone.Thesetrue‘expertsbyexperience’canbethemostinnova-tiveandchallengingtooutdatedapproaches.

❱Surveythepeoplewhouseservicesandpoten-tialserviceuserstoidentifywhattheyarealreadydoing,whatmoretheywoulddo,andhowtheywanttogetinvolved.

❱ Followupthesesurveysbybringingtogetherthosecitizenswhohaveidentifiedthemselvesaskeentoco-produceandinnovativestafffromserviceproviders,sotheycanagree new approaches to services, based on imaginative approaches to co-production.

STEP 3 : Incentivise it !

❱ Identify positive incentives – and also barriers.Ensurepositiveincentivesarehighenoughtobringsustainablelongterminvolvementfromusers,citizensandstaff.Findwaysofjointlyreducingthebarriers.

❱Co-designaco-production charterfortheservice–setouttheroles,responsibilitiesandincentivesforusers,othercitizens,andstaff,sothateveryoneknowswhattheycanexpecttoget–andwhattheyareexpectedtocontribute.

STEP 4 : Grow it !

❱Do an annual service co-review, so that agen-cies can learn lessonsfromtheirco-productionactivitiesandprioritise(withusers)theco-pro-ductionapproachesthatshouldberolledoutmorewidelyandidentifypotential‘quickwins’.

❱Hold co-production events in a wide range of popular venuestoattractmorecitizensandpeoplewhouserservicestojoinin.

G E T T I N G I T A L L T O G E T H E R !

Changing how public agencies work with communities and people who use services




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‘Practical approaches to Co-Production’

Shahana Ramsden, Co-production and Engage-ment lead in the Department of Health, pro-videdanoverviewoftheDHbriefingwhichwaslaunched alongside the Vision for Social Care : Capable Communities and Active Citizens. Sheout-lineddifferentdefinitionsof co-production, con-cluding that all the definitions included a com-montheme,thatgenuineco-productioninvolvesa transferofpower fromprofessionals topeoplewhouseservicesandcarers.

Shahana highlighted that co-production andengagement of people is a key priority withinNHSandsocialcarepolicy,asstated intheNHSWhite Paper Equity and Excellence, Liberating the NHS. Indeed, thevisionforsocialcarebuilt intothe Think Local, Act Personal partnership agree-ment had itself been co-produced with peoplewhousedservicesandcarers.

Anumberof exampleswereprovided, includinga case study of approaches to support access fordiversegroups,particularlystressingpartnershipswith User Led Organisations and small socialenterprises.

Finally, Shahana gave an insight into the legaldriverswhichsupportco-production,suchastheDuty to Inform, Consult and Involve and sug-gestedthatthelegalframeworkcouldbeusedtoconvincesceptics.

The presentation demonstrated how ordinarypeople, using services or caring for others havehelped to develop policy. However, Shahanaended with the message that the biggest prob-lem with co-production may be “the illusionthatithastakenplace”–genuineco-productiontakes time, investment and a comprehensivechange management process to be effective, so

we shouldn’t assume it’s actuallyhappened, justbecausewesaiditwould.

‘Improving the lives of disabled and older people through building stronger communities’

Catherine Wilton (ADASS, previously DH) andMartinRoutledge(ThinkLocal,ActPersonalPart-nership, previously DH)) presented the BuildingCommunity Capacity project from the Depart-mentofHealth,whichstartedinNovember2009.Itaimedtohelpcouncilsbuildandharnesssocialcapitalfortransformingsocialcare.Theinitiativehas involved a shared learning process amongst20 councils throughworkshops and seminars. Itincluded over 50 best practice studies, researchonmeasuringsocialcapitalandevaluationofthecosteffectivenessofprojects.ItsreportinNovem-ber 2010 influenced the new Vision for SocialCare,whichsays: “Communitiesandwidercivilsociety must be set free to run innovative localschemesandbuildlocalnetworksorsupport”.

TheDepartmentofHealthapproach:

❱Viewedpeopleasassetsandremovedthedis-tinctionbetweenproducersandconsumersofservices

❱Builtonandhelpedpeopletousetheirpeoplesexistingcapabilities

❱Activelyinvolvedpeopleinservicedelivery❱Offeredincentivestopeopletoengage,to

achieveareciprocalrelationshipbetweenpro-fessionalsandusers

❱Builtsupportnetworkstotransferknowledgeandchange

❱Turnedpublicserviceagenciesintocatalystsandfacilitatorsratherthansimplycentralcom-missionersorproviders

T H E D E PA R T M E N T O F H E A LT H ’ S ( D H ) P E R S P E C T I V E O N C O - P R O D U C T I O N

”Interesting to see how a government

department like the Department of

Health conceptualises co-production”




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CatherineandMartinremindedparticipantsthattheUKhasalonghistoryofself-helpandmutualaid, with a strong and diverse voluntary sector.They highlighted overwhelming evidence thatwhat people do for themselves and with others,rather than what is done by professional agen-cies, delivers the bulk of social outcomes. Theyalsohighlightedthatbecauseoftheextremechal-lengesthatoursocietynowfacesitisvitaltosup-

port and encourage these contributions in thefuture.

TheThink Local, Act Personalpartnershipseeksto:

❱ ensureco-productionbetweenpeople,provid-ingtheirownresources,andpublicagencies;

❱ complementexistingsocialnetworksandhelpbuildnewones;

❱ ensurethatuniversalservicesworkforallciti-zensbyaccountingfortheneedsofcitizenswhomaybeunwittinglyexcluded;

❱makebetteruseofresourcesandsavemoney;❱usepreventativeapproaches.Prevention, as part of the public health agenda,usingco-productionandcommunity-basedinter-ventions, can bring older people into the localcommunity and generate major gains in theirqualityof life.Themethodsused includedTimeBanking,befriending,andcommunitynavigating.

Inthecurrentclimateoffiscalausterity, theeco-nomiccaseforco-productionisparticularlytopi-cal.A team ledbyProfessorMartinKnapp fromthe London School of Economics explored theimpactsofthesecapacitybuildinginitiatives.Thisstudyshowedthat:

❱Thecost(tothepublicsector)permemberofatime-bankaverageslessthan£450perannum,butcanresultinsavingsandothereconomicpay-offsofover£1,300permember.Thisisaconservativeestimate,astime-bankscanalsoachievewiderimpactsthatcurrentlycan’tbequantified.

❱Community Navigatorsworkingwithhard-to-reachindividualstoprovidebenefitanddebtadvicecostthepublicsectorjustunder£300buttheeconomicbenefits(e.g.fromlessworktimelost,savingsinbenefitspayments,higherproductivity,andlessGPvisits)couldbe£900perpersoninthefirstyearalone,plusextrabenefitsresultingfrombettermentalhealth.

❱Befriending schemestypicallycostthepublicsectorabout£80perolderpersonbutcouldsaveabout£35inthefirstyearalone,duetoreducedneedfortreatmentandsupport,withfurtherfuturesavingsandpotentialqualityoflifeimprovementsresultingfrombettermentalhealth–takentogether,thesecouldamounttoaround£300perpersonp.a.

Several members of the Department of Health’sTASC (Transforming Adult Social Care) Co-pro-ductiongroupdeliveredpresentations about theachievementsofthegroup.Theseincluded:

Birmingham TomMcGloughlinandGerryRobinson

Bristol TonyBennet

Manchester SallyPercivalandAlanCrone

London MarjoryBroughton,JanetBrandishandIanHubbard

Tom McCloughlin – ‘Transforming Adult SocialCareCo-productionGroup–viewfromamember’

Tom gave an outline of the TASC co-productiongroupwhichismadeupofadiversegroupof22individualswithabroadunderstandingof issuesfacedbypeoplewhoaccesstosocialcareservices.They act as an expert panel, or group of criticalfriendstotheDepartmentofHealth,ensuringtheperspectiveofpeoplewhouseservices,carersandfamilies isheard.Heemphasized that thegroupis crucial to open and transparent discussion inpolicyformulation

”This is a different perspective

from ours in the voluntary and

community sector!”




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Tomhighlightedthatfortyfivepolicyareashavebeenco-producedorsupportedbymembers.Suc-cesses have included a session led by the groupchair,SallyPercivalwherethegroupuseda“Plan-ning Alternative Tomorrows with Hope” model.Thefeedbackfromthissessionwasusedtoinflu-ence the direction and content of the “ThinkLocalActPersonal”partnershipagreement.Asec-ondsuccessforthegrouphasbeenthelaunchofthe‘Practicalapproachestoco-production’papertosupportthegovernment’svisionforsocialcare.

FinallyTomgaveanexampleof a servicewheresignificantchangeshavetakenplaceasaresultofpatient feedback.Heexplainedhowpeoplewhoreceivedbloodtransfusionsona longtermbasishad to take be treated in a public waiting area,which for them represented a third class serv-ice. In response to feedback fromquestionnairescompletedbypatients,thehospitalprovidednewtreatment rooms to provide privacy, a comfort-ableenvironmentthat’ssafeandprovidesabettersettingforthedeliveryofhigherqualitycare.

Tom highlighted that improvements could stillbe made. He believes the Department of Healthcould do more to involve younger people andBlack,Asian,mixedraceandnewercommunities.Also the short notice of consultation and workstreamsmeansthatnotallmemberscanactivelycontribute with expertise or experience as effec-tively.

GerryRobinson–“‘Engagement’and/or‘involve-ment’ isn’t enough – only ‘Co-production’ caninfluence commissioning [a passionate participa-toryserviceusersview]”

Gerry dismissed the notion that ‘professionalsknow what they are doing, services users don’thave theknowledgeorcapacity tounderstand’…Gerry said thatheusually responds to thiswiththefollowingquote–

“TheTitanicwasbuiltbyprofessionals…Noah’sArkwasbuiltbyanamateur”

GerrysaidthathebelievedCo-productionisthewayforward,andhewascommittedtopromotingCo-productionbecauseitofferedthebestchanceof making Big Society a success, and breakingthroughthestultifying‘doingto’culture.

He left the participants with another eloquentsaying–

‘Apassionateamateuralmostalwaysbeatsaboredprofessional’

1. Solihull’s Environment Champions – Trish Willetts and Alison Lush

Ongoing problems with graffiti and litter, andshrinkingbudgetstodealwiththem,ledSolihullCouncil to launch the Environment Championsinitiative in March 2007. It provides litter pick-ing,graffitiremoval,puttingupdogfoulingsigns,wallpaintingandplantingschemes,conservationprojects,andlargescaleprojects.

Theprojectsoughtto:

❱ Instigategreatercommunityinvolvementandownershipoverissuesaffectingthequalityofneighbourhoods.

❱Reduceenvironmentalcrimesthatcanspillo-vertoworsecrimeandendacyclethaterodedsocialcapitalandcohesion.

❱ Improvethepartnershipbetweenthepublic,privateandvoluntarysectors.

C A S E S T U D I E S F R O M T H E R E A L W O R L D O F C O - P R O D U C T I O N

“We will now look into these

cases in greater detail”




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2. Castle Vale Community Housing Association – Ian Bingham

Castle Vale Community Housing Association(CVCHA) was established in 1995. It is now ananchororganisationinCastleVale,workingwithtenants on service delivery and has, since 2001,a resident majority on the board that developshousingpolicies.IthasformedapartnershipwithWestMidlandsPolice,BirminghamCityCouncil,thePrimaryCareTrust, the local schoolandcol-lege,andtheTenantsandResidentsalliance.

Through a charitable subsidiary, the associationalsodeliversawiderangeofnon-housingserviceswhichresidentshaveidentifiedasessentialtothelongtermsustainabilityoftheestate,including:

❱Outreachemploymentandtraining(targetedatlongtermunemployedandhardtoreachgroups)

❱Tenancysupport❱Youthoutreachwork❱Healthimprovementinitiatives.

Co-production takes place in many fields. Forexample,CVCHArealisedthatthereweregapsinprimary care and started initiatives to help edu-cate residents in health improvement. In com-munitysafety,CATCHRadio(CommunityActionTacklingCrime&Harassment)–wasestablishedin2002withpublicfunding.Itcreatedanetworkofresidentsacrosstheestatewithhandheldtrans-ceiverradios.Residentswithradiosare linkedtothe police, a locally based CCTV control roommanagedbyalocalresident,andcommunitywar-dens.Theinitiativewasadirectresponsetocon-cernamongst residentsandused lessons learnedfrom a similar project in Walsall. The initiativehelped reducecrimebutcruciallyalsohelped toreducefearofcrimewithinthecommunity

Co-productioninCastleValehasmadetheareaaplacewherepeoplenowwantto live–thereare2,500peopleonthewaitinglist.Lifeexpectancyhasincreasedby7years.TherehasbeenasteadyreductionincrimesincestatisticsforCastleValewerefirstrecordedseparatelyin2003.Theneigh-bourhoodisnowoneofthesafestplacestoliveinBirmingham.

The ingredients that had made co-production asuccessinCastleValewere:

❱Anempoweredcommunity❱ Enlightenedserviceproviderswhowereakeyto

ensuretransformationtookplace❱ Thepresenceofacommunityanchor,huband

assets❱Neighbourhoodpartnership

Theprojectinitiallyregistered63volunteersfromthe existing Neighbourhood Watch Scheme. Aclear framework was established to ensure thatvoluntary work was safe, communication wasgood amongst those involved, clear targets forgrowthwere set, anoverall coordinator todrivetheprojectwasappointedandacharterwascre-atedtooutlinewhatwasexpectedofallinvolved.

Since the project began, involvement from thelocal community has quadrupled. There havealreadybeenover100projects.Apartnershiphasgrownupbetweenthepolice,communityorgani-sations, 20 schools, 89 local businesses (includ-ingsomesmallandsomelargenationalfirmsliketheNationalGridandBarclays)andthecouncil’spartnercontractors.

Theprojectincludedarejuvenationofarundowncommunity hall that used an incentive of a cel-ebratory teawith themayorandpositivepublic-ityinthelocalmedia.Therefurbishmentwasco-designedwithusersof thecommunityhall,andcapitalisedontheprojectspartnershipsbyobtain-ing sponsorships from businesses. The projectsaved£13,000,meantthehallcouldbeusedformore activities and instilled community pride,socialcohesionandcapital.

Theprojectcapturedtheimaginationandenthu-siasm of young people, e.g. enabling studentsandothersintheFutureJobsFundtogainskillsand improve their general employability. It alsoallowed them to provide clear role models forother young people inclined towards anti-socialbehaviour.

The project also developed community capacity,withresidentsformingefficientteamstocarryoutwork, supported by training and resources fromthecouncil.

Withpublic spacesbeingcared forby communi-ties, so reducing themaintenance spendneeded,SolihullCouncilbelievestheprojectshavesavedover£200,000.

Theprojecthighlightedtheneedfor:

❱Astrongcoordinator.❱ Strongframeworkstosafeguardagainstfailure.❱Quickwins,incentives,andpublicitytoscale

uptheproject.❱ Involvementofyoungpeople.❱ Strongpartnerships.

”Great to hear from passionate

people with co-production on

their agenda”




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3. Engaging with Worklessness in Displaced Communities – Rabiyah Latif

This Birmingham City Council project provideshigh-quality information and guidance so thatrefugeesandeconomicmigrantscanaccessappro-priateandsustainableemployment.

Rabiyah Latif highlighted the co-productionapproachintheproject.

❱Communitygroupswereinvolvedfromtheoutsetinsettinguptheserviceandsharetheresponsibilityforit.

❱ Surgeriesareheldinplacessuchaschurches,culturaleventsandgatheringsthatarelikelytoattractpeoplewhowouldotherwisebemargin-alised.

❱ Formerserviceusersfromthecommunitieswhohadbeensuccessfulwereinvitedtospeakateventstoberolemodelsforfutureserviceusersandtoinfluencepotentialemployers.

❱Keyrelationshipswereformedwithinfluentialcommunityfigureswhocouldinfluenceothermembersoftheircommunitiestobecomeinvolved.

❱Openconsultationswereheldwhichallowedvoluntarygroupsandserviceuserstoshareexperiencesandideastoimproveservicedeliv-ery.

Thekeylessonsfromthisprojectwereto:

❱ Involveusersandgroupsandtoshareresponsi-bility.

❱Buildinmethodsforinvolvementofusersfromtheoutsetandbeclearandopenaboutthem.

❱Designattractiveincentives–it’scrucialthatpeoplefeelappreciated,e.g.personaldevelop-mentsupportinthisprojectgavesomethingbacktotheco-producingusers.

❱Understandhowcrucialitistobreakthecul-turalbarrierstoco-productionthatexistsincouncilsthroughouttheUK.

4. Upper Horfield’s Pride of Place Initiative : Residents and partners working together for change – Oona Goldsworthy and Ben Lavender.

Bristol Community Housing Foundation (BCHF)has worked with residents and partners toimprove theh Upper Horfield estate in Bristolthrough the ‘PrideofPlace’ initiative, formingaPrideofPlaceGroupwhichlinkscommunityrep-resentativeswithkeyagenciesinthearea.

BCHFsupportsanetworkofstreetrepresentatives,whomeetwithagenciesatmonthlymeetingsandattend monthly walkabouts with housing and

waste services, police, Fire and Safety Bristol toidentify issues and assess the streets in the area.Issuesthatareidentifiedareloggedandreportedforactionbytheappropriateagencies.

The group has also developed a NeighbourhoodActionPlan,identifyingpersistentissuesforpart-nershipaction.

TheInitiativeinUpperHorfieldaimedto:

❱Makeitaclean,safeandgreenneighbourhood.❱Buildstrongrelationshipsbetweenresidents

andneighbourhoodserviceproviders.

”Shows how local communities and

people can make things happen”

”These case studies really

bring it all alive”




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❱Createattractiveandwell-managedgreenspaces,andhigh-qualityplayspacesforchil-drenandyoungpeople.

❱ Ensureallresidentsfeltsafe.

The Neighbourhood Action Plan also helped tosecure funding for some projects. For example,spin-off youth projects, such as an anti- graf-fiti project and a film project about communitysafety,weredeveloped.ThePlanalsoensuresthatall agencies and residents make inputs into theclean,safeandgreenprioritiesfortheneighbour-hood.TheActionPlanhasbecomeacorepartofthePrideof Place Initiative andhelped to focustheworkoftheGroup.

Some of the initiatives, such as monthly lit-ter picks and walkabouts are popular and havehelpedtodevelopagenuinerelationshipbetweenresidents and service providers. In fact, the part-nership has increased since the project startedincludingtheintroductionofworkwithschools.

AlongsidetheMonthlyPrideofPlacecommunitymeetings,largereventslike‘BigTidyUps’areheldinpartnershipwiththePolice,WasteServicesandSaferBristolwhere,forexample,consultationalsotakesplaceonchangestostreetdesign.

The initiative has resulted in: a new plastic bot-tle recycling bank; six new street litter bins; 36street reps who have been recruited in the areaandtrainedbyBristolCityCouncil;annualfrontgarden and sunflower competitions; funding forayouthmusicprojectandyouthrangersproject;and the securing of the redevelopment of PoetsPark which has been an area that suffered long-standinganti-socialbehaviour.

Keylessonsfromthisprojectincluded:

❱ It’skeytostartwithwhatresidentsarecon-cernedabout.

❱ Itiscrucialtobuildtrustandpartnerships.❱ ItisimportanttoworkWITHresidentsandnot

simplydotheinitiativeTOresidents.❱Goodqualityvolunteersandco-producersare

notsimply‘freelabour’–ittakestimetoembedthemproductivelyinactivitiesoftheareabutthiseventuallypaysoffbycreatinganefficientprocessandreducespotentialconflictoverthelong-term.

5. Stockport Council ‘My Care, My Choice’ social care website – Jude Wells and Robert Powell

After some research, Stockport Council’s AdultSocial Care Department realised that its websitedidn’tprovidetheinformationthatpeopleusingthe siteneeded to informtheirdecisionmaking.Indeed,43%ofenquiries fromthe sitewerenotassociated with Adult Social Care and the vastmajority of requests for assessment were madeviatelephone,notfromthewebsite.(And14%ofthesecallswereabandoned).

The research indicated that the original websiteputoffmanyusersbecause they couldn’tunder-standthelanguageorfindtheirwayaroundthesite.Sothedecisionwasmadetoco-designanewwebsitewithusers,sothateveryonecouldunder-standthesocialcareservicesavailablelocallyandcould follow easily the pathway by which theycould apply for an appropriate andpersonalisedservicefromStockportCouncil.

The council consulted service users to identifytheir priorities for services. The results showed

“I like the direct accountability to

citizens that this project developed

– it’s a good model to be replicated

elsewhere”

“An excellent example of what

working together can achieve”




25




thatpeoplewantedtobeseenaspartoftheirlocalcommunityandnottobeperceivedasaburden.Beingabletomakechoicesandremainincontroloftheirlifestylewasalsoimportant.

The consultation also provided feedback abouthow to make services more relevant. For exam-ple,peoplefeltitwasimportanttohavetherightinformation, e.g. on costs, early on in the proc-ess.Theywantedthewebsitetouseeverydaylan-guageandavoidjargon.

ThisfeedbackledStockportCouncilto:

❱Recruitanumberoftesterstohelpprovidefeed-backonlayout,photos,andlanguageduringthedevelopmentphase

❱ Setupaneditorialboardofstafffromalltheserviceareastoensuretheyfeltownershipofthewebsite.

❱Workwithacopywritertoensurewebsitelan-guagewasaccessibleanddidnotsufferfromjargonand‘expertspeak’.

❱Adoptbrightcolourfulandpositiveimagesonthewebsite,showingclearlydifferentstagesofthecustomerjourneybutinaconsistentstyle.

Asaresult,followingthere-designofthewebsite:

❱ thesitehadover67,000visits;❱ callsatthecontactcentrewerereducedby38%;❱ abandonedcallswerereducedby38%;❱ callswerehigherquality;❱ theexperienceofuserswasenhancedandstress

wasreduced;❱ thenewwebsitehassavedAdultSocialCarethe

equivalentofabout£300,000p.a.;❱otherlocalcouncilshavecontactedStockport

toexplorethewebsiteasbestpractice.

Keylessonsfromthisprojectwere:

❱ Informationiscrucialtoinformeddecisionmakingandhighqualitywebsiteisacriticalele-mentinthis.

❱Co-productionwithusersisthekeytogenerat-ingsuccessinwebsitedesign–especiallyforpeoplewhomaybesuspiciousofnewtechnol-ogy–andtoensurethataweb-basedservicemeetstheirneeds.

6. Peer education in Lambeth using young people to educate other young people on sexual health – Andrea Legal-Miller

In 2002 the London Borough of Lambeth hadoneofthehighestlevelsofteenagepregnancyinBritain. Agroupofyoungpeoplewhoweremem-bers of Lambeth’s Youth Council decided thattheywantedtodosomethingpracticaltoaddressteenagepregnancyandimprovesexeducationinschools.Theyweresurethattheycouldbemuchmoreeffectiveingettingmessagesacrosstotheirpeersthananadult.

Groupsofyoungpeopleaged14to19havebeentrainedineachofthelasteightyearsaspeeredu-cators and have led hundreds of workshops inlocalschoolsandcolleges.

AsAndreaLegal-Miller(YouthEducationCo-ordi-nator of Lambeth) argued, peer educators havethe advantage of speaking to young people inwaythat’srelevantandunderstandable.Theyalsochallenge attitudes, and discuss the values andbeliefs that young people have and how theseinfluencetheirbehaviours.

One workshop, for example, is designed toaddress youngpeople’s attitudes.During the ses-sion the peer educators break down commonslangwhichisusedforboysandgirls,andhigh-lighthowoften thesecanbe loadedandderoga-tory.Thesessionsaremadetofeelfunandlight-heartedbuttheyalsohelpstudentstorealisehowstereotypes aren’t always helpful and to thinkbefore they label an individual basedon appear-ance.

The peer educators are involved in the creationanddevelopmentof theworkshopson thebasisthat theyknowhowto involve theirpeers.Alsotheyensureeachworkshophasarangeofactivi-

ties to engage both timid and boisterous youngpeopleinvoicingtheirviews.

The project works to a quality assurance frame-work. A class teacher is present at every sessionand,attheend,completesanevaluationsheet,asdoallthestudents. Thepeereducatorsalsocom-pletede-briefformswitheachotheronhowtheirsessions went and how they can be improved.Although Lambeth staff sit in on some sessions,peer educators are generally trusted to managethesessionsbythemselvesandtheprincipalformof monitoring is through the use of the evalua-tionforms.

“I intend to take this example

back to my council to consider

emulating it!”




27




The training usually consists of 2 hour sessionsover12 to16weekswitharound20youngpeo-plecompletingtrainingatanytime.Timeisspentlooking at attitudes and exploring the fact thatthesearesensitiveissuesaboutwhichpeoplecanhavepolarisedopinions.Professionalscontributeto the training around sexual health, substancemisuse,domesticviolenceandlesbian,gay,bisex-ualandtransgenderissues.Asaresult,peereduca-torshavedirectaccesstoprofessionalsworkinginLambeth.

Peer educators are treated as unqualified youthworkers and paid accordingly (£8.31 per hour).This is seen as an important part of recognisingtheircommitmentandprofessionalism

Over a period of eight years, around 250 youngpeoplehavebeeninvolvedaspeereducatorsandseveralhundredworkshopshavebeencompleted.

Impact on students:Feedbackfromtheevaluationformshasbeenverypositivefrombothstudentsandtheir teachers.ForexamplewhenansweringthequestionHave you learnt anything useful today? Only1.8%ofstudentssaid‘nothing’:89%scoredfrom 5–10 (10 being ‘a lot). Almost all teachers’scores for effectiveness were about 6 on the 10pointscale.

Reductions in teenage pregnancy : The under-18teenage pregnancy rate in Lambeth reached apeak in 2003 at just over 100 per 1000 15–17yearoldwomen.Thefigurehasfalleneveryyearsince 2003 to 2009 (latest available statistics).The provisional 2009 under 18 conception ratehasfallento59.5per1000girlsaged15–17yearsold. Between 1998 and 2009 Lambeth’s teenageconception rate has been reduced by 30.2%. Ofcourse, the peer education programme does notclaim tohave single-handedlycaused this reduc-tion. However the reduction in teenage preg-

nancies in other London Boroughs has been ataslowerrate. Itcancertainlybearguedthattheprogramme has made a significant contributiontoreducingteenagepregnancyrates.

Impact on the peer educators : Peereducatorsfeeltheproject has helped to increase their skills, confi-dence and aspirations. They have been offeredjobs as learningmentors and teaching assistantsandhaveworkedintheyouthservice.Manyhavegoneontouniversity.Itisalsoworthnotingthathere is a very low drop-out rate and many peereducatorsstayfor3oreven4years.

Keylearningpointsfromthisprojectwere:

❱Youngpeoplehaveawealthofspecificknowl-edgethatcanbebolsteredbytrainingandtheninjectedbackintothecommunity.Assuch,youngpeopleareavaluableresource.

❱ Showingyoungpeoplethattheirknowledgeisvaluedbyotherscanspurthemontobeposi-tiverolemodelsandcontributetotheircom-munity.

❱Thepeerprinciplecanbeextendedacrossserv-icesandgroups.ForexampleLambethCouncilalsoworkswithyoungpeopleaspeerinspec-tors.Theprincipleisthatyoungpeopleinspectservicesbasedonsurveys,observations,andmysteryshopping.Thispeerapproachcouldalsobetranslatedtoworkingwitholderpeople,harnessingtheiruniqueknowledgeandexperi-encestosupportotherolderpeoplewhomaybeisolated.Olderpeople’sknowledgeandskillscouldalsobeusedinintergenerationalprojectssuchassharinglifeskillslikecooking.

7. Mosaic Clubhouse – a psycho-social rehabilitation model of recovery – Hilary Belcher and Mildred Niryozina

The Mosaic Clubhouse was established in 1994.It has global links to other similar clubhousesthrough the International Centre for ClubhouseDevelopment. It operates as a center for indi-viduals recovering frommentalhealthproblems.Individualswhousetheclubhousedosothroughvolunteer work – in partnership with staff mem-bers,theyhelpwiththedaytodayrunningoftheclubhouse.

TheClubhouse is foundedon thebelief thatnomatterhowseverelymentallyilltheyare,allpeo-plehavethepotentialtobeproductiveandhavethe right to dignified and meaningful relation-ships.

Theclubhousesupportstherecoveryofmembersby providing routes back to paid employment,educationalclassesthatcanleadtoqualifications,and, crucially, the chance tobecomeapartof acommunitywithintheclubhouse.

TheClubhouseusesapartnershipapproachbasedonacollegialrelationshipbetweenstaffandclub-house members. Being treated as an equal is asignificantstepinthejourneyapersonmakesinimprovingtheirself-esteemandconfidence.

One clubhousemember gaveherperspectiveonhowtheclubhousehadhelpedher.Shesufferedfrom mental health problems after fleeing theRwandan genocide in 1994. She described theMosaic Clubhouse as her ‘safe place’, that gaveher an ‘incentive and a reason to live’. She saidthattheequalrelationshipbetweenmembersandstaffcreatedanatmospherethat‘givesasenseofbelonging’.Theclubhousehadalsoprovidedherwithtrainingandachancetobecomealanguage

teacher. Participants foundher storyparticularlyinspiring and a clear example of the positiveinfluenceco-productioncanhave.

Keylessonsfromthiscasewere:

❱ Itiscrucialfortherelationshipbetweenprofes-sionalandserviceuserstobeagenuinepartner-ship.

❱Givingpeopleasignificantandresponsibleroleinmanagingthequalityoftheirownlivescanbuildtheirself-confidenceandallowthemtocontributemuchmoretoothers.




29




8. Saving Blackheath Fireworks Night! What a successful public fundraising campaign looks like – Kellie Blake

The Blackheath public fireworks display onBonfire Night has been a long standing high-light of Lewisham’s events calendar – in 2009about80,000peopleattended. Ithas in thepastreceivedfundingfromLewishamandGreenwichCouncils aswell as fromprivate sponsorship. InOctober 2010, funding was suddenly withdrawn

byoneof thecouncils and theorganisershadamajorfundingshortfall.Ratherthancancellingatshortnotice,theorganisingteaminsteaddecidedtolaunchapublicappealfordonations,althoughwithsomenervousness!

LewishamCouncil also saw thepublicappeal asa way of testing the popularity of the event, toinformthedecisionaboutwhethertogoaheadinthefollowingyear.

Theappealwaspromotedthroughtraditionalandnewmedia–e.g.aPayPalaccountwassetupfordonations,acollectionwasheldonthenightandthere were auctions on eBay for exclusive pack-ages.TheeBayauctionranfor10days–althoughthestartingpricewas99pence,theeventualwin-ningbidwasfor£1000.

The appeal attracted a greatdeal of interest andcomment, especially online. Local bloggers gotinvolvedwithchampioningthecause.Therewasa significant increase in trafficon theLewishamCouncil website and mentions on social mediachannels(70%increase).

Thecampaignraised£25,000whichwenttowardsthe shortfall of £36,000. £1000 was raisedthrough eBay. £2,500 was donated by individu-als through350donations toPayPal.£4000wasraised through the collection. The rest of the£17,000 raised was secured from sponsors. Thiswould not have been possible if it were not fortheawarenessraisedbythecampaign.

Inaddition,othermembersof the local commu-nitygenerouslydonatedtheirtimeandskills.Forexample,alocalamateurtookthephotosonthenight,andlocalprofessionalfilmmakersmadeafilmoftheevent(nowavailableonYouTube).

Theevent itselfwasagreatsuccess–attendancewas actually up by 20,000 (indeed, if this hadbeenanticipated,farmorecollectorsmighthavebeen recruited for the night, which might havesignificantlyincreasedtheamountcollected).

TheCouncil receivedaclear indicationthatpeo-plevaluethefireworkseventandthatitwouldbeworthwhilecontinuinginthefuture.

Thiscasestudysuggestedthefollowinglessons:

❱Thecampaign’ssuccesswasdowntothelocalcommunity’ssupport.Thisisaclearexampleofalocalcommunitymakingitsprioritiesknown,onceitisgiventhemechanismfordoingso.

❱Theuseofsocialmediaandpositivewordofmouthhelpedinformthecommunityrapidlyandeffectivelywithaminimaluseofresources.




31




BristolCommunityHousingFoundation’s‘UpperHorfield’sPrideofPlaceInitiative’casestudy

Department of Health – ‘Practical approaches toco-production: building effective partnershipswith people using services, carers, families andcitizens’

Department of Health – ‘Practical approaches toimprovingthelivesof disabledandolderpeoplethroughbuildingstrongercommunities’

Governance International – ‘Study visit on co-production: user-centred innovations in publicservicesintheLondonarea’

Governance International’s ‘Making the cuts –how to involve service users and communities:thebigsociety,smallbudgetsmodel’

SolihullCouncil’s ‘EnvironmentChampionsPro-gramme’CaseStudy

Stockport Council’s ‘My care, My Choice’ socialcarewebsitecasestudy

TheGovernanceInternationalCo-productiontree

TheGovernanceInternationalwebsite

The London Borough of Lewisham’s successfulpublic fundraising campaign to save BlackheathFireworksNightcasestudy

We hope you have found this Roadshow reportinterestinganduseful.Actually,ourhopesgofarbeyond this –wehope itmakesyou evenmoredeterminedtoimprovethewayYOUco-produceoutcomeswiththepeoplewhouseyourservicesandwiththeircommunities.

Ifyouwanttomakeyourco-productionapproachmoreeffectiveandarelookingforsystematicwaystotaptheresourcesofyourserviceusers,contactGovernance International.Weoffer:

❱ in-house workshops on co-productionforyourmanagersandstafftohighlightcost-effec-tivewaysforward;

❱access to the training for trainers programmeusingthenewlydevelopedCo-productionStardevelopedspecificallyforHealthandSocialCare.

❱co-design of a co-production strategyforyourservice,youragencyoryourpartnership,alsobringinginthepeoplewhouseyourservicesandtheircommunities;

❱community auditstoexplorethewillingnessofserviceusersandtheircommunitiestoco-operatewithyouinnewways;

❱ facilitation of co-design, co-commissioning, co-delivery and co-assessmentinitiativesinimaginativeandinter-activeways;

❱best practice cases in co-productiontogiveyouandyourcolleaguesfreshideas;

❱ accesstotheInternational Co-Production Exchange,anetworkof‘criticalfriends’toprovideyouwith‘hands-on’adviceonhowtomakethemostofyourworkwithusers.

H O W G O V E R N A N C E I N T E R N AT I O N A L C A N H E L P Y O U T O M A K E C O - P R O D U C T I O N W O R K

F U R T H E R I N F O R M AT I O N

”Revived my commitment to

co-production!”

”The Roadshow produced a sense of

ownership, shared amongst present-

ers, facilitators and the audience – a

good model of a co-produced event

that included the audience”.

“It worked today because we felt

COMFORTABLE!”

“Very informative!”

http://www.govint.org/english/main-menu/good-practice/case-studies/bristols-pride-of-place-partnership.html

http://www.govint.org/english/main-menu/good-practice/case-studies/bristols-pride-of-place-partnership.html

http://www.thinklocalactpersonal.org.uk/_library/PPF/NCAS/Practical_approaches_to_co-production_12_November_2010_v3_ACC.pdf




http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/@ps/documents/digitalasset/dh_121668.pdf



http://www.govint.org/fileadmin/user_upload/study_trips/stuttgart/Report_Coproduction_Study_Trip_London2010.pdf



http://www.govint.org/fileadmin/user_upload/Cos/SmallBudgets_BigSociety.pdf



http://www.govint.org/english/main-menu/good-practice/case-studies/solihull-council-environment-champions.html

http://www.govint.org/english/main-menu/good-practice/case-studies/solihull-council-environment-champions.html

http://www.govint.org/english/main-menu/good-practice/case-studies/stockport-councils-new-adult-social-care-website-my-care-my-choice-a-business-case-for-service-co-design.html

http://www.govint.org/english/main-menu/good-practice/case-studies/stockport-councils-new-adult-social-care-website-my-care-my-choice-a-business-case-for-service-co-design.html

http://www.govint.org/english/main-menu/our-services/engagement/what-you-always-wanted-to-know-about-co-production.html

http://www.govint.org

http://www.govint.org/english/main-menu/good-practice/case-studies/saving-blackheath-fireworks-night-what-a-successful-public-fundraising-campaign-looks-like.html

http://www.govint.org/english/main-menu/good-practice/case-studies/saving-blackheath-fireworks-night-what-a-successful-public-fundraising-campaign-looks-like.html




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Governance International

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Phone: (0044)(0)1216988743

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