Transforming Communities Creating Outcomes Improving Efficiency

CO-CONCEPTION CO-EVALUACIÓN

MIT-BEWERTEN PARTICIPACIÓN CIUDADANA

ASSET-BASED APPROACH RESULTADOS

CO-ÉVALUATION CO-DESIGN

KOPRODUKTION MIT-ENTWICKELN

PARTICIPATION CITOYENNE DÉMOCRATIE PARTICIPATIVE

QUALITÉ DE SERVICE

CO-PRODUCTION The Governance International CO-DÉLIVRAISON Co-production Roadshows USAGERS Transforming Communities WIRKUNGEN Creating Outcomes CO-ASSESS Improving Efficiency CAPACITACIÓN

ACTIVE CITIZENS

CO-PLANIFICATION MIT-BEAUFTRAGEN

OUTCOMES CO-PLANIFICACIÓN

COPRODUCCIÓN VERWALTUNG 2.0

CO-DISEÑO CO-DELIVER

CO-COMMISSION AKTIVE BÜRGERINNEN

MIT-UMSETZEN governance international ® CO-REALIZACIÓN Achieving citizen outcomes governance governance international ® international ® Achieving citizen outcomes Achieving citizen outcomes

WHAT WERE THE ROADSHOWS ABOUT?

Governance International promotes ways of of people who use services, carers, council leaders, ❱ How should it be encouraged by public agen- Department of Health briefings on ‘Practical achieving the outcomes that matter to citizens. civil servants and journalists. cies? approaches to co-production’ by Shahana Ram- One particular focus has been to demonstrate how ❱ How can public agencies ensure they reap the sden and ‘Practical approaches to improving the people who use services, carers and communities Despite this, people do express confusion about benefits that co-production can provide? lives of disabled and older people through build- can play a greater role in public services leading what Co-production actually means, and how the ❱ How can the third sector and public agencies ing stronger communities’ by Catherine Wilton to improvements in the outcomes they experience. concept can work in practice. The key questions act in partnership to harness the contribution and Martin Routledge have been : that users and communities can make to service The theme of Co-production with service users improvement? Good practice case studies in co-production from and citizens has become an increasingly high pro- ❱ What is co-production? representatives of the Department of Health’s file issue. We hear the term being used by groups ❱ How does it work? The Governance International Co-production TASC Co-Production Group. Road shows in Birmingham, Bristol, London and Manchester during February and March 2011 gave Local good practice case studies in co-production participants a clear understanding of what co-pro- from : duction can achieve and how it is being used in innovative case studies to increase efficiency and ❱ Solihull Council’s ‘Environmental Champions’ improve services. The Roadshows helped partici- Programme. pants to fit the co-production approach into their ❱ Castle Vale Community Housing Association. own organisations and partnerships. ❱ Birmingham City Council’s ‘Engaging with workless displaced communities’ Programme. The Roadshow programme included : ❱ Bristol Community Housing Foundation’s ‘Upper Horfield’s Pride of Place Initiative’ Tony Bovaird on ‘Making the Big Society Hap- ❱ Stockport Council’s ‘My care, My Choice’ social pen! Co-producing public services with commu- care website nities and service users’ – outlining how co-pro- ❱ The London Borough of Lambeth’s ‘Youth duction can help to improve quality and lower Council’. the costs of public services. ❱ The Mosaic Clubhouse approach to Mental Health Elke Loeffler explaining ‘how public agencies can ❱ The London Borough of Lewisham’s successful work more effectively with service users and com- public fundraising campaign to save Blackheath munities using the Governance International Co- Fireworks Night. production Toolkit’

KEY LESSONS OF THE ROADSHOWS

This section summarises the key lessons that par- Making the big society happen ! also those which improve the whole of a citizens’ This leads to a definition of co-production as : ticipants and presenters were able to discuss and Why it is important to co-produce public services quality of life. People who use services often know share during the road show sessions. with communities and people who use services. things that many professionals don’t. Moreover, “the public sector harnessing the assets and together with their families, their neighbours and resources of users and communities to achieve Co-production is an exciting development in the the communities they live in, they often have better outcomes which cost less”. changing relationship between government, peo- knowledge and a willingness to help improve ple who use services and their communities. It services. Together they contribute to a process of So co-production involves inputs from both pro- is about efficient use of society’s resources – not user and community co-production. fessionals and from service users and their com- just resources which produce public services, but munities.

Co-production is different because : A key lesson from the Roadshows was that co-pro- est of citizens and third sector organisations in co- The Governance International survey of European duction can be substitutive, when public sector production. co-production threw up the fascinating statistic ❱ It visualises service users as dynamic asset-hold- inputs are replaced with inputs from users and that over 70 % of citizens (particularly young peo- ers instead of submissive consumers. their communities OR it can be additive, bring- Participants heard how respondents in the Gov- ple) were willing to do more than they currently do. ❱ It promotes cooperative rather than paternalis- ing together user and community inputs with ernance International survey of co-production in tic relationships between providers and users. inputs from professionals to give better outcomes. five European countries had indicated differing ❱ It focuses on delivery of outcomes rather than Of course, the former has been a key driver of the views on public service provision and co-produc- just services interest of government departments in recent tion. In particular, people reported that they were “I’ve just realised we are ALREADY years – but it is the latter that often fires the inter- already doing many things which helped to make public services more effective – e. g. recycling, doing lots of co-production – but I using less energy, being more careful with their diet, watching over their neighbours’ house when never saw the bigger picture before” they were away, reporting suspicious incidents to the police, etc. However, it was clear that people were much more likely to do relatively sim- ple things, which were easy for them and didn’t The Co-production Roadshows were designed involve getting involved with other people. This around the Governance International Co-pro- raises the challenge of mobilising more social and duction Model, which shows how co-production collective forms of co-production, not just indi- can transform public agencies, from the frontline vidual actions –so the case studies were particu- to the back office, through the ‘FOUR COs of CO- larly valuable, showing how this could be done. PRODUCTION’.

THE FOUR COS OF CO-PRODUCTION

Co-design of public services with users, particu- knowledge on to others. Moreover, most services “This is not as hard as I thought – larly those who care about the service and have cannot really work without the co-operation and expertise. Through well managed co-design, pub- commitment of people who use services and other bits of this could be done really lic services can provide “better for less”. Involv- citizens – for example, the need to diet, reduce ing the target group in design provides credibility. alcohol intake, engage in a fitness regime, or quickly!” Partnerships between different agencies provide undertake the reading and learning assignments rich content. It is crucial to ensure that users between classes in training or lifelong learning involved in co-design see that they can make a programmes. Governance International provided a difference. This ensures project sustainability. case study of Speed Watch in South Somerset where Governance International used the example of a local residents and police are working to combat city council website in Modena, Italy on issues affect- speeding in rural villages. The project tapped into ing young people, created with them to show that strong community concerns over the issue and open and inclusive governance doesn’t just mean Speed Watch coordinators brought together citi- ESIG more information but relevant information, pre- zen groups in an effective partnership with police CO-D N sented in a way which really connects with young and the council. Since the project began in July people. 2007, there has been a 40 % reduction in vehicles recorded as speeding in the villages running the Co-commissioning builds in the priorities of initiative. people who use services, carers and other citizens. It is successful because it leads to more relevant Co-assessment brings citizens into the monitor- C Target it! People it! O services, which enable a better quality of life, ing and evaluation process. This makes it more - C through highlighting the outcomes that are most focused on the outcomes that people get, rather O important to citizens. It also highlights the poten- than simply assessing the activities and processes S S M tial for cost reductions by eliminating lower val- of public agencies. It provides direct feedback of E

M ued services. The example used in the Roadshow what users REALLY value – and, of course, what S

was the participatory budgeting approach (better they do NOT value and believe could be cut out. A S

called ‘citizen priority-setting’) in Berlin-Lichten- Governance International provided a case study of - I O

berg, Germany, where multiple channels were complaints management by the London Bor- O C used to ensure that a significant proportion of ough of Camden. Here a complaint from a resi- N Grow it! Incentivise it! the local population got involved in saying what dent which was posted on Twitter was fielded ‘in services were most important to them and which real time’ by the Camden Communications Team, service improvements should have priority. who replied to it later that day, and then followed it up the next morning to tell the complainant Co-delivery entails users and other citizens tak- that the problem had now been cleared up com- ing part in the delivery of public services. This pletely, resulting in a highly appreciative ‘tweet’ ensures the service benefits from their knowl- and blog from the person whose complaint had C R edge, expertise and skills – after all, they are the originally started the process. This is an example O - D E L I V E ones who grow intimately acquainted about of how ICT can expedite immediate feedback at how the different ways of delivering the service very low cost – and the dissemination of positive can change the outcomes it achieves – for exam- publicity when the issues revealed through moni- ple, ‘expert patients’ know how best to manage toring and evaluation jointly with the public are their own long-term conditions and can pass this resolved.

GETTING IT ALL TOGETHER!

STEP 4 : Grow it ! Changing how public agencies work with communities and people who use services ❱ Do an annual service co-review, so that agencies can learn lessons from their co-production activities and prioritise (with users) the co-pro- This presentation took participants through the STEP 3 : Incentivise it ! duction approaches that should be rolled out steps for ensuring effective co-production. more widely and identify potential ‘quick wins’. ❱ Identify positive incentives – and also barriers. Ensure positive incentives are high enough to ❱ Hold co-production events in a wide range bring sustainable long term involvement from of popular venues to attract more citizens and STEP 2 : People it ! users, citizens and staff. Find ways of jointly people who user services to join in. reducing the barriers. ❱ Identify and work with those who know and care most about services, since co-production ❱ Co-design a co-production charter for the won’t necessarily involve everyone. These true service – set out the roles, responsibilities and STEP 1 : Target it ! ‘experts by experience’ can be the most innova- incentives for users, other citizens, and staff, so tive and challenging to outdated approaches. that everyone knows what they can expect to ❱ Map where co-production is already taking get – and what they are expected to contribute. place and identify what benefits it is having. ❱ Survey the people who use services and potential service users to identify what they are ❱ Identify the potential for new co-production already doing, what more they would do, and activities with people who use services and how they want to get involved. frontline staff (feeding in best practice from national and international case studies). ❱ Follow up these surveys by bringing together those citizens who have identified themselves ❱ Identify the activities where co-production is as keen to co-produce and innovative staff most likely to provide large savings and/or from service providers, so they can agree new quality improvements. approaches to services, based on imaginative approaches to co-production.

”Gave us a clear model to fit our “The examples gave us ideas to take ”Great to get conversations that went ”Good to have an open, honest

existing activities into” away and try” into really deep detail and specific discussion”

examples”

THE DEPARTMENT OF HEALTH’S (DH) PERSPECTIVE ON CO-PRODUCTION

‘Practical approaches to Co-Production’ we shouldn’t assume it’s actually happened, just ”Interesting to see how a government because we said it would. Shahana Ramsden, Co-production and Engage- department like the Department of ment lead in the Department of Health, provided an overview of the DH briefing which was ‘Improving the lives of disabled and older people Health conceptualises co-production” launched alongside the Vision for Social Care : through building stronger communities’ Capable Communities and Active Citizens. She out- lined different definitions of co-production, con- Catherine Wilton (ADASS, previously DH) and cluding that all the definitions included a com- Martin Routledge (Think Local, Act Personal Part- mon theme, that genuine co-production involves nership, previously DH)) presented the Building a transfer of power from professionals to people Community Capacity project from the Depart- who use services and carers. ment of Health, which started in November 2009. It aimed to help councils build and harness social Shahana highlighted that co-production and capital for transforming social care. The initiative engagement of people is a key priority within has involved a shared learning process amongst NHS and social care policy, as stated in the NHS 20 councils through workshops and seminars. It White Paper Equity and Excellence, Liberating the included over 50 best practice studies, research NHS. Indeed, the vision for social care built into on measuring social capital and evaluation of the the Think Local, Act Personal partnership agree- cost effectiveness of projects. Its report in Novem- ment had itself been co-produced with people ber 2010 influenced the new Vision for Social who used services and carers. Care, which says : “Communities and wider civil society must be set free to run innovative local A number of examples were provided, including schemes and build local networks or support”. a case study of approaches to support access for diverse groups, particularly stressing partnerships The Department of Health approach : with User Led Organisations and small social enterprises. ❱ Viewed people as assets and removed the dis- tinction between producers and consumers of Finally, Shahana gave an insight into the legal services drivers which support co-production, such as the ❱ Built on and helped people to use their peoples Duty to Inform, Consult and Involve and sug- existing capabilities gested that the legal framework could be used to ❱ Actively involved people in service delivery convince sceptics. ❱ Offered incentives to people to engage, to achieve a reciprocal relationship between pro- The presentation demonstrated how ordinary fessionals and users people, using services or caring for others have ❱ Built support networks to transfer knowledge helped to develop policy. However, Shahana and change ended with the message that the biggest prob- ❱ Turned public service agencies into catalysts lem with co-production may be “the illusion and facilitators rather than simply central com- that it has taken place” – genuine co-production missioners or providers takes time, investment and a comprehensive change management process to be effective, so

Catherine and Martin reminded participants that port and encourage these contributions in the ❱ ensure that universal services work for all citi- Several members of the Department of Health’s the UK has a long history of self-help and mutual future. zens by accounting for the needs of citizens TASC (Transforming Adult Social Care) Co-pro- aid, with a strong and diverse voluntary sector. who may be unwittingly excluded ; duction group delivered presentations about the They highlighted overwhelming evidence that The Think Local, Act Personal partnership seeks to : ❱ make better use of resources and save money ; achievements of the group. These included : what people do for themselves and with others, ❱ use preventative approaches. rather than what is done by professional agen- ❱ ensure co-production between people, provid- Prevention, as part of the public health agenda, Birmingham Tom McGloughlin and cies, delivers the bulk of social outcomes. They ing their own resources, and public agencies ; using co-production and community-based inter- Gerry Robinson also highlighted that because of the extreme chal- ❱ complement existing social networks and help ventions, can bring older people into the local lenges that our society now faces it is vital to sup- build new ones ; community and generate major gains in their Bristol Tony Bennet quality of life. The methods used included Time Banking, befriending, and community navigating. Manchester Sally Percival and Alan Crone

In the current climate of fiscal austerity, the eco- London Marjory Broughton, Janet nomic case for co-production is particularly topi- Brandish and Ian Hubbard cal. A team led by Professor Martin Knapp from the London School of Economics explored the impacts of these capacity building initiatives. This study showed that :

❱ The cost (to the public sector ) per member of a ”This is a different perspective time-bank averages less than £ 450 per annum, but can result in savings and other economic from ours in the voluntary and pay-offs of over £ 1,300 per member. This is a conservative estimate, as time-banks can also community sector!” achieve wider impacts that currently can’t be quantified. ❱ Community Navigators working with hard-to- reach individuals to provide benefit and debt advice cost the public sector just under £ 300 but the economic benefits (e. g. from less work Tom McCloughlin – ‘Transforming Adult Social time lost, savings in benefits payments, higher Care Co-production Group – view from a member’ productivity, and less GP visits) could be £ 900 per person in the first year alone, plus extra Tom gave an outline of the TASC co-production benefits resulting from better mental health. group which is made up of a diverse group of 22 ❱ Befriending schemes typically cost the public individuals with a broad understanding of issues sector about £ 80 per older person but could faced by people who access to social care services. save about £ 35 in the first year alone, due to They act as an expert panel, or group of critical reduced need for treatment and support, with friends to the Department of Health, ensuring the further future savings and potential quality of perspective of people who use services, carers and life improvements resulting from better mental families is heard. He emphasized that the group health – taken together, these could amount to is crucial to open and transparent discussion in around £ 300 per person p.a. policy formulation

CASE STUDIES FROM THE REAL WORLD OF CO-PRODUCTION

Tom highlighted that forty five policy areas have Tom highlighted that improvements could still 1. Solihull’s Environment Champions – The project sought to : been co-produced or supported by members. Suc- be made. He believes the Department of Health Trish Willetts and Alison Lush cesses have included a session led by the group could do more to involve younger people and ❱ Instigate greater community involvement and chair, Sally Percival where the group used a “Plan- Black, Asian, mixed race and newer communities. Ongoing problems with graffiti and litter, and ownership over issues affecting the quality of ning Alternative Tomorrows with Hope” model. Also the short notice of consultation and work shrinking budgets to deal with them, led Solihull neighbourhoods. The feedback from this session was used to influ- streams means that not all members can actively Council to launch the Environment Champions ❱ Reduce environmental crimes that can spillo- ence the direction and content of the “Think contribute with expertise or experience as effec- initiative in March 2007. It provides litter pick- ver to worse crime and end a cycle that eroded Local Act Personal” partnership agreement. A sec- tively. ing, graffiti removal, putting up dog fouling signs, social capital and cohesion. ond success for the group has been the launch of wall painting and planting schemes, conservation ❱ Improve the partnership between the public, the ‘Practical approaches to co-production’ paper projects, and large scale projects. private and voluntary sectors. to support the government’s vision for social care. Gerry Robinson – “ ‘Engagement’ and/or ‘involvement’ isn’t enough – only ‘Co-production’ can influence commissioning [a passionate participatory service users view]”

“We will now look into these Gerry dismissed the notion that ‘professionals know what they are doing, services users don’t cases in greater detail” have the knowledge or capacity to understand’… Gerry said that he usually responds to this with the following quote –

“The Titanic was built by professionals … Noah’s Ark was built by an amateur”

Finally Tom gave an example of a service where Gerry said that he believed Co-production is the significant changes have taken place as a result of way forward, and he was committed to promoting patient feedback. He explained how people who Co-production because it offered the best chance received blood transfusions on a long term basis of making Big Society a success, and breaking had to take be treated in a public waiting area, through the stultifying ‘doing to’ culture. which for them represented a third class service. In response to feedback from questionnaires He left the participants with another eloquent completed by patients, the hospital provided new saying – treatment rooms to provide privacy, a comfortable environment that’s safe and provides a better ‘A passionate amateur almost always beats a bored setting for the delivery of higher quality care. professional’

The project initially registered 63 volunteers from The project captured the imagination and enthu- 2. Castle Vale Community Housing Association – Co-production in Castle Vale has made the area a the existing Neighbourhood Watch Scheme. A siasm of young people, e. g. enabling students Ian Bingham place where people now want to live – there are clear framework was established to ensure that and others in the Future Jobs Fund to gain skills 2,500 people on the waiting list. Life expectancy voluntary work was safe, communication was and improve their general employability. It also Castle Vale Community Housing Association has increased by 7 years. There has been a steady good amongst those involved, clear targets for allowed them to provide clear role models for (CVCHA) was established in 1995. It is now an reduction in crime since statistics for Castle Vale growth were set, an overall coordinator to drive other young people inclined towards anti-social anchor organisation in Castle Vale, working with were first recorded separately in 2003. The neigh- the project was appointed and a charter was cre- behaviour. tenants on service delivery and has, since 2001, bourhood is now one of the safest places to live in ated to outline what was expected of all involved. a resident majority on the board that develops Birmingham. The project also developed community capacity, housing policies. It has formed a partnership with Since the project began, involvement from the with residents forming efficient teams to carry out West Midlands Police, Birmingham City Council, local community has quadrupled. There have work, supported by training and resources from the Primary Care Trust, the local school and col- already been over 100 projects. A partnership has the council. lege, and the Tenants and Residents alliance. grown up between the police, community organisations, 20 schools, 89 local businesses (includ- With public spaces being cared for by communi- Through a charitable subsidiary, the association ”Great to hear from passionate ing some small and some large national firms like ties, so reducing the maintenance spend needed, also delivers a wide range of non-housing services the National Grid and Barclays) and the council’s Solihull Council believes the projects have saved which residents have identified as essential to the people with co-production on partner contractors. over £ 200,000. long term sustainability of the estate, including : their agenda” The project included a rejuvenation of a rundown The project highlighted the need for : ❱ Outreach employment and training (targeted community hall that used an incentive of a cel- at long term unemployed and hard to reach ebratory tea with the mayor and positive public- ❱ A strong coordinator. groups) ity in the local media. The refurbishment was co- ❱ Strong frameworks to safeguard against failure. ❱ Tenancy support designed with users of the community hall, and ❱ Quick wins, incentives, and publicity to scale ❱ Youth outreach work capitalised on the projects partnerships by obtain- up the project. ❱ Health improvement initiatives. The ingredients that had made co-production a ing sponsorships from businesses. The project ❱ Involvement of young people. success in Castle Vale were : saved £ 13,000, meant the hall could be used for ❱ Strong partnerships. Co-production takes place in many fields. For more activities and instilled community pride, example, CVCHA realised that there were gaps in ❱ An empowered community social cohesion and capital. primary care and started initiatives to help edu- ❱ Enlightened service providers who were a key to cate residents in health improvement. In com- ensure transformation took place munity safety, CATCH Radio (Community Action ❱ The presence of a community anchor, hub and Tackling Crime & Harassment) – was established assets in 2002 with public funding. It created a network ❱ Neighbourhood partnership of residents across the estate with handheld trans- ceiver radios. Residents with radios are linked to the police, a locally based CCTV control room managed by a local resident, and community war- dens. The initiative was a direct response to con- cern amongst residents and used lessons learned from a similar project in Walsall. The initiative helped reduce crime but crucially also helped to reduce fear of crime within the community

3. Engaging with Worklessness in Displaced ❱ Surgeries are held in places such as churches, 4. Upper Horfield’s Pride of Place Initiative : waste services, police, Fire and Safety Bristol to Communities – Rabiyah Latif cultural events and gatherings that are likely to Residents and partners working together for identify issues and assess the streets in the area. attract people who would otherwise be margin- change – Oona Goldsworthy and Ben Lavender. Issues that are identified are logged and reported This Birmingham City Council project provides alised. for action by the appropriate agencies. high-quality information and guidance so that ❱ Former service users from the communities who Bristol Community Housing Foundation (BCHF) refugees and economic migrants can access appro- had been successful were invited to speak at has worked with residents and partners to The group has also developed a Neighbourhood priate and sustainable employment. events to be role models for future service users improve theh Upper Horfield estate in Bristol Action Plan, identifying persistent issues for part- and to influence potential employers. through the ‘Pride of Place’ initiative, forming a nership action. Rabiyah Latif highlighted the co-production ❱ Key relationships were formed with influential Pride of Place Group which links community rep- approach in the project. community figures who could influence other resentatives with key agencies in the area. The Initiative in Upper Horfield aimed to : members of their communities to become ❱ Community groups were involved from the involved. BCHF supports a network of street representatives, ❱ Make it a clean, safe and green neighbourhood. outset in setting up the service and share the ❱ Open consultations were held which allowed who meet with agencies at monthly meetings and ❱ Build strong relationships between residents responsibility for it. voluntary groups and service users to share attend monthly walkabouts with housing and and neighbourhood service providers. experiences and ideas to improve service delivery. The key lessons from this project were to :

❱ Involve users and groups and to share responsibility. ❱ Build in methods for involvement of users from the outset and be clear and open about them. ❱ Design attractive incentives – it’s crucial that people feel appreciated, e. g. personal development support in this project gave something back to the co-producing users. ❱ Understand how crucial it is to break the cultural barriers to co-production that exists in councils throughout the UK.

”Shows how local communities and

people can make things happen”

”These case studies really

bring it all alive”

❱ Create attractive and well-managed green Some of the initiatives, such as monthly lit- 5. Stockport Council ‘My Care, My Choice’ social The research indicated that the original website spaces, and high-quality play spaces for chil- ter picks and walkabouts are popular and have care website – Jude Wells and Robert Powell put off many users because they couldn’t under- dren and young people. helped to develop a genuine relationship between stand the language or find their way around the ❱ Ensureall residents felt safe. residents and service providers. In fact, the part- After some research, Stockport Council’s Adult site. So the decision was made to co-design a new nership has increased since the project started Social Care Department realised that its website website with users, so that everyone could under- including the introduction of work with schools. didn’t provide the information that people using stand the social care services available locally and the site needed to inform their decision making. could follow easily the pathway by which they “I like the direct accountability to Alongside the Monthly Pride of Place community Indeed, 43 % of enquiries from the site were not could apply for an appropriate and personalised meetings, larger events like ‘Big Tidy Ups’ are held associated with Adult Social Care and the vast service from Stockport Council. citizens that this project developed in partnership with the Police, Waste Services and majority of requests for assessment were made Safer Bristol where, for example, consultation also via telephone, not from the website. (And 14 % of The council consulted service users to identify – it’s a good model to be replicated takes place on changes to street design. these calls were abandoned). their priorities for services. The results showed elsewhere” The initiative has resulted in : a new plastic bot- tle recycling bank ; six new street litter bins ; 36 street reps who have been recruited in the area and trained by Bristol City Council ; annual front “An excellent example of what garden and sunflower competitions ; funding for a youth music project and youth rangers project ; working together can achieve” and the securing of the redevelopment of Poets Park which has been an area that suffered long- standing anti-social behaviour.

Key lessons from this project included :

❱ It’s key to start with what residents are con- cerned about. The Neighbourhood Action Plan also helped to ❱ It is crucial to build trust and partnerships. secure funding for some projects. For example, ❱ It is important to work WITH residents and not spin-off youth projects, such as an anti- graf- simply do the initiative TO residents. fiti project and a film project about community ❱ Good quality volunteers and co-producers are safety, were developed. The Plan also ensures that not simply ‘free labour’ – it takes time to embed all agencies and residents make inputs into the them productively in activities of the area but clean, safe and green priorities for the neighbour- this eventually pays off by creating an efficient hood. The Action Plan has become a core part of process and reduces potential conflict over the the Pride of Place Initiative and helped to focus long-term. the work of the Group.

that people wanted to be seen as part of their local This feedback led Stockport Council to : 6. Peer education in Lambeth using young ties to engage both timid and boisterous young community and not to be perceived as a burden. people to educate other young people on people in voicing their views. Being able to make choices and remain in control ❱ Recruit a number of testers to help provide feed- sexual health – Andrea Legal-Miller of their lifestyle was also important. back on layout, photos, and language during The project works to a quality assurance frame- the development phase In 2002 the London Borough of Lambeth had work. A class teacher is present at every session The consultation also provided feedback about ❱ Set up an editorial board of staff from all the one of the highest levels of teenage pregnancy in and, at the end, completes an evaluation sheet, as how to make services more relevant. For exam- service areas to ensure they felt ownership of Britain. A group of young people who were mem- do all the students. The peer educators also com- ple, people felt it was important to have the right the website. bers of Lambeth’s Youth Council decided that plete de-brief forms with each other on how their information, e. g. on costs, early on in the proc- ❱ Work with a copy writer to ensure website lan- they wanted to do something practical to address sessions went and how they can be improved. ess. They wanted the website to use everyday language was accessible and did not suffer from teenage pregnancy and improve sex education in Although Lambeth staff sit in on some sessions, guage and avoid jargon. jargon and ‘expert speak’. schools. They were sure that they could be much peer educators are generally trusted to manage ❱ Adopt bright colourful and positive images on more effective in getting messages across to their the sessions by themselves and the principal form the website, showing clearly different stages of peers than an adult. of monitoring is through the use of the evalua- the customer journey but in a consistent style. tion forms. Groups of young people aged 14 to 19 have been As a result, following the re-design of the website : trained in each of the last eight years as peer edu- “I intend to take this example cators and have led hundreds of workshops in ❱ the site had over 67,000 visits ; local schools and colleges. back to my council to consider ❱ calls at the contact centre were reduced by 38 % ; ❱ abandoned calls were reduced by 38 % ; As Andrea Legal-Miller (Youth Education Co-ordi- emulating it!” ❱ calls were higher quality ; nator of Lambeth) argued, peer educators have ❱ the experience of users was enhanced and stress the advantage of speaking to young people in was reduced ; way that’s relevant and understandable. They also ❱ the new website has saved Adult Social Care the challenge attitudes, and discuss the values and equivalent of about £ 300,000 p. a. ; beliefs that young people have and how these ❱ other local councils have contacted Stockport influence their behaviours. to explore the website as best practice. One workshop, for example, is designed to Key lessons from this project were : address young people’s attitudes. During the session the peer educators break down common ❱ Information is crucial to informed decision slang which is used for boys and girls, and high- making and high quality website is a critical ele- light how often these can be loaded and deroga- ment in this. tory. The sessions are made to feel fun and light- ❱ Co-production with users is the key to generat- hearted but they also help students to realise how ing success in website design – especially for stereotypes aren’t always helpful and to think people who may be suspicious of new technol- before they label an individual based on appear- ogy – and to ensure that a web-based service ance. meets their needs. The peer educators are involved in the creation and development of the workshops on the basis that they know how to involve their peers. Also they ensure each workshop has a range of activi-

The training usually consists of 2 hour sessions nancies in other London Boroughs has been at 7. Mosaic Clubhouse – a psycho-social teacher. Participants found her story particularly over 12 to 16 weeks with around 20 young peo- a slower rate. It can certainly be argued that the rehabilitation model of recovery – inspiring and a clear example of the positive ple completing training at any time. Time is spent programme has made a significant contribution Hilary Belcher and Mildred Niryozina influence co-production can have. looking at attitudes and exploring the fact that to reducing teenage pregnancy rates. these are sensitive issues about which people can The Mosaic Clubhouse was established in 1994. Key lessons from this case were : have polarised opinions. Professionals contribute Impact on the peer educators :Peer educators feel the It has global links to other similar clubhouses to the training around sexual health, substance project has helped to increase their skills, confi- through the International Centre for Clubhouse ❱ It is crucial for the relationship between profes- misuse, domestic violence and lesbian, gay, bisex- dence and aspirations. They have been offered Development. It operates as a center for indi- sional and service users to be a genuine partner- ual and transgender issues. As a result, peer educa- jobs as learning mentors and teaching assistants viduals recovering from mental health problems. ship. tors have direct access to professionals working in and have worked in the youth service. Many have Individuals who use the clubhouse do so through ❱ Giving people a significant and responsible role Lambeth. gone onto university. It is also worth noting that volunteer work – in partnership with staff mem- in managing the quality of their own lives can here is a very low drop-out rate and many peer bers, they help with the day to day running of the build their self-confidence and allow them to Peer educators are treated as unqualified youth educators stay for 3 or even 4 years. clubhouse. contribute much more to others. workers and paid accordingly (£ 8.31 per hour). This is seen as an important part of recognising Key learning points from this project were : The Clubhouse is founded on the belief that no their commitment and professionalism matter how severely mentally ill they are, all peo- ❱ Young people have a wealth of specific knowl- ple have the potential to be productive and have Over a period of eight years, around 250 young edge that can be bolstered by training and then the right to dignified and meaningful relation- people have been involved as peer educators and injected back into the community. As such, ships. several hundred workshops have been completed. young people are a valuable resource. ❱ Showing young people that their knowledge is The clubhouse supports the recovery of members Impact on students : Feedback from the evaluation valued by others can spur them on to be posi- by providing routes back to paid employment, forms has been very positive from both students tive role models and contribute to their com- educational classes that can lead to qualifications, and their teachers. For example when answering munity. and, crucially, the chance to become a part of a the question Have you learnt anything useful today? ❱ The peer principle can be extended across serv- community within the clubhouse. Only 1.8 % of students said ‘nothing’ : 89 % scored ices and groups. For example Lambeth Council from 5–10 (10 being ‘a lot). Almost all teachers’ also works with young people as peer inspec- The Clubhouse uses a partnership approach based scores for effectiveness were about 6 on the 10 tors. The principle is that young people inspect on a collegial relationship between staff and club- point scale. services based on surveys, observations, and house members. Being treated as an equal is a mystery shopping. This peer approach could significant step in the journey a person makes in Reductions in teenage pregnancy : The under-18 also be translated to working with older people, improving their self-esteem and confidence. teenage pregnancy rate in Lambeth reached a harnessing their unique knowledge and experi- peak in 2003 at just over 100 per 1000 15–17 ences to support other older people who may One clubhouse member gave her perspective on year old women. The figure has fallen every year be isolated. Older people’s knowledge and skills how the clubhouse had helped her. She suffered since 2003 to 2009 (latest available statistics). could also be used in intergenerational projects from mental health problems after fleeing the The provisional 2009 under 18 conception rate such as sharing life skills like cooking. Rwandan genocide in 1994. She described the has fallen to 59.5 per 1000 girls aged 15–17 years Mosaic Clubhouse as her ‘safe place’, that gave old. Between 1998 and 2009 Lambeth’s teenage her an ‘incentive and a reason to live’. She said conception rate has been reduced by 30.2 %. Of that the equal relationship between members and course, the peer education programme does not staff created an atmosphere that ‘gives a sense of claim to have single-handedly caused this reduc- belonging’. The clubhouse had also provided her tion. However the reduction in teenage preg- with training and a chance to become a language

8. Saving Blackheath Fireworks Night! What a by one of the councils and the organisers had a The appeal was promoted through traditional and The Council received a clear indication that peo- successful public fundraising campaign looks major funding shortfall. Rather than cancelling at new media – e. g. a Pay Pal account was set up for ple value the fireworks event and that it would be like – Kellie Blake short notice, the organising team instead decided donations, a collection was held on the night and worthwhile continuing in the future. to launch a public appeal for donations, although there were auctions on eBay for exclusive pack- The Blackheath public fireworks display on with some nervousness! ages. The eBay auction ran for 10 days – although This case study suggested the following lessons : Bonfire Night has been a long standing high- the starting price was 99 pence, the eventual win- light of Lewisham’s events calendar – in 2009 Lewisham Council also saw the public appeal as ning bid was for £ 1000. ❱ The campaign’s success was down to the local about 80,000 people attended. It has in the past a way of testing the popularity of the event, to community’s support. This is a clear example of received funding from Lewisham and Greenwich inform the decision about whether to go ahead in The appeal attracted a great deal of interest and a local community making its priorities known, Councils as well as from private sponsorship. In the following year. comment, especially online. Local bloggers got once it is given the mechanism for doing so. October 2010, funding was suddenly withdrawn involved with championing the cause. There was ❱ The use of social media and positive word of a significant increase in traffic on the Lewisham mouth helped inform the community rapidly Council website and mentions on social media and effectively with a minimal use of resources. channels (70 % increase).

The campaign raised £ 25,000 which went towards the shortfall of £ 36,000. £ 1000 was raised through eBay. £ 2,500 was donated by individuals through 350 donations to PayPal. £ 4000 was raised through the collection. The rest of the £ 17,000 raised was secured from sponsors. This would not have been possible if it were not for the awareness raised by the campaign.

In addition, other members of the local community generously donated their time and skills. For example, a local amateur took the photos on the night, and local professional film makers made a film of the event (now available on YouTube).

The event itself was a great success – attendance was actually up by 20,000 (indeed, if this had been anticipated, far more collectors might have been recruited for the night, which might have significantly increased the amount collected).

HOW GOVERNANCE INTERNATIONAL CAN FURTHER INFORMATION HELP YOU TO MAKE CO-PRODUCTION WORK

We hope you have found this Roadshow report ❱ in-house workshops on co-production for Bristol Community Housing Foundation’s ‘Upper ”Revived my commitment to interesting and useful. Actually, our hopes go far your managers and staff to highlight cost-effec- Horfield’s Pride of Place Initiative’ case study beyond this – we hope it makes you even more tive ways forward ; co-production!” determined to improve the way YOU co-produce Department of Health – ‘Practical approaches to outcomes with the people who use your services ❱ access to the training for trainers programme co-production : building effective partnerships and with their communities. using the newly developed Co-production Star with people using services, carers, families and developed specifically for Health and Social citizens’ ”The Roadshow produced a sense of If you want to make your co-production approach Care. more effective and are looking for systematic ways Department of Health – ‘Practical approaches to ownership, shared amongst present- to tap the resources of your service users, contact ❱ co-design of a co-production strategy for your improving the lives of disabled and older people Governance International. We offer : service, your agency or your partnership, also through building stronger communities’ ers, facilitators and the audience – a bringing in the people who use your services and their communities ; Governance International – ‘Study visit on co- good model of a co-produced event production : user-centred innovations in public ❱ community audits to explore the willingness services in the London area’ that included the audience”. of service users and their communities to co- operate with you in new ways ; Governance International’s ‘Making the cuts – how to involve service users and communities : ❱ facilitation of co-design, co-commissioning, the big society, small budgets model’ “It worked today because we felt co-delivery and co-assessment initiatives in imaginative and inter-active ways ; Solihull Council’s ‘Environment Champions Pro- COMFORTABLE!” gramme’ Case Study ❱ best practice cases in co-production to give you and your colleagues fresh ideas ; Stockport Council’s ‘My care, My Choice’ social care website case study “Very informative!” ❱ access to the International Co-Production Exchange, a network of ‘critical friends’ to The Governance International Co-production tree provide you with ‘hands-on’ advice on how to make the most of your work with users. The Governance International website

The London Borough of Lewisham’s successful public fundraising campaign to save Blackheath Fireworks Night case study

協働計画 participation citoyenne co-assess co-délivraison

Wirkungen co-commissionco-design Koproduktion 公共サービス社会資本 co-deliver 補助 co-evaluación co-planification Mit-Beauftragen 協働 co-production 2.0 capacitación resultados active citizens service co-diseño participación ciudadana 協働デザイン approach outcomes Mit-Bewerten Mit-Umsetzen de co-conception

協働評価 participative aktive BürgerInnen Verwaltung coproducción co-realización co-évaluation 市民参加 Mit-Entwickeln

usagers co-planificación qualité asset-based démocratie

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