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B5: Sharing power: Involving people who use services in their design and delivery

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There is a growing consensus across the public and social sectors that people who use services and carers should have greater involvement in how they are designed and delivered. We have seen this reflected in both legislation and government policy, such as the Care Act 2014 and the Civil Society Strategy.

Coproduction, where people who use services work in equal partnership with professionals to achieve shared goals, can be an empowering experience for people who have often been locked out of decisions that affect their lives. It can also help us to ensure that services effectively build on people’s strengths to meet both needs and aspirations.

In this session we will explore practical experiences of supporting service user involvement in practice, and seek to answer the following questions:

What is coproduction and why it is important for organisations delivering services?
How do we know when we are doing it well?
What can charities do to improve their practice?
What strategies can we use to overcome barriers to involving people with lived experience and expertise?
How can we develop cultures that are risk aware rather than risk averse?
This session will be of interest to delegates involved in public service delivery, but the lessons learnt can apply to any type of service provision.

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B5: Sharing power: Involving people who use services in their design and delivery

  1. 1. SHARING POWER: INVOLVING PEOPLE WHO USE SERVICES IN THEIR DESIGN AND DELIVERY CHAIR REBECCA YOUNG POLICY OFFICER, NCVO SPEAKERS JIM FIELDER PROGRAMME LEAD, TERRENCE HIGGINS TRUST KATE PIEROUDIS COPRODUCTION DEVELOPMENT MANAGER, SOCIAL CARE INSTITUTE FOR EXCELLENCE LAURA ABLE STEERING GROUP MEMBER, SCIE COPRODUCTION NETWORK MATTHEW HARDWICK STRATEGIC RISK CONSULTANT, ZURICH Headline sponsor: Lead sponsor: Dinner sponsors: Drinks sponsor:
  2. 2. KATE PIEROUDIS COPRODUCTION DEVELOPMENT MANAGER SOCIAL CARE INSTITUTE FOR EXCELLENCE
  3. 3. LAURA ABLE STEERING GROUP MEMBER SCIE COPRODUCTION NETWORK
  4. 4. JIM FIELDER PROGRAMME LEAD TERRENCE HIGGINS TRUST
  5. 5. Amplifying our user voice A blueprint for meaningful beneficiary involvement for the whole third sector Jim Fielder Living Well Programme Lead jim.fielder@tht.org.uk
  6. 6. MATT HARDWICK STRATEGIC RISK CONSULTANT ZURICH
  7. 7. CONFIDENTIAL Risk Culture Empowering organisations to operate in different ways 1st April 2019 NCVO Conference Matthew Hardwick, Strategic Risk Consultant, Zurich
  8. 8. ©Zurich CONFIDENTIAL What do we mean by risk culture? 8 The values, beliefs, knowledge and understanding, shared by a group of people with common purpose. Source: IRM Risk Culture A-B-C Model Source: IRM Risk Culture
  9. 9. ©Zurich CONFIDENTIAL • (1) Risk leadership – clarity of direction • (2) Responding to bad news – welcoming disclosureTone at the Top • (3) Risk governance – taking accountability • (4) Risk transparency – risk information flowingGovernance • (5) Risk resources – empowered risk function • (6) Risk competence – embedded risk skillsCompetency • (7) Risk decisions – informed risk decisions • (8) Rewarding appropriate risk takingDecision Making Risk Culture Themes and Aspects 9
  10. 10. ©Zurich CONFIDENTIAL What should good like? • Senior management are visible on the issue of managing riskTone at the Top • Risk accountabilities are captured within managers role descriptions and performance targets.Governance • A structure of risk champions has been developed to support managers in better managing riskCompetency • The organisation’s willingness to take on risk is understood and communicatedDecision Making
  11. 11. ©Zurich CONFIDENTIAL Evaluation Example – responding to bad news 11 Naive • Organisation does not encourage communication of information about potential negative events • Managers have concerns about communicating bad news to leaders. Aware • Communication of bad news is sporadic • Recognised that it is important but process still to be formalised and embedded Defined • Processes in place but not consistently applied Managed • Leaders encourage timely communication of risk information • Managers challenged to divulge bad news early Enabled • Leaders recognise advantage to be gained through learning of good and poor risk judgments • Integrated into knowledge management processes
  12. 12. ©Zurich CONFIDENTIAL Be the change you want to see in your organisation Take Business actions to shift Culture Take organisation actions to shift culture Align culture with Business Strategy Strategy for Culture Change 12 Effortlevelandsignificance
  13. 13. ©Zurich CONFIDENTIAL  An Organisation can drive change in the risk culture  Must have a clear understanding of current culture  Must have a clear understanding of the target culture  Project Management approach to drive cultural changes Risk Culture 13
  14. 14. ©Zurich CONFIDENTIAL Thank you Matthew.hardwick@uk.zurich.com 14
  15. 15. USEFUL RESOURCES • Co-production, what is it? Guidelines and tips (the Win Win alliance - Disability Rights UK, Shaping Our Lives, NSUN and CHANGE, 2019). • Co-production in social care: what it is and how to do it (social care institute for excellence). • Think local act personal developed a self-assessment framework. • Coalition for collaborative care developed a series of seven steps to help people embed coproduction in their work. • The value of lived experience in social change: the need for leadership and organisational development in the social sector (Baljeet Sandhu, July 2017). • Improving service user involvement (shaping our lives, 2017). • NCVO Know How page signposting to more resources from Clinks, Homeless Link, NESTA etc…
  16. 16. CONTACT Rebecca.young@ncvo.org.uk Policy Officer Headline sponsor: Lead sponsor: Dinner sponsors: Drinks sponsor:

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