Page 64 - WCEN Dr Rochelle Burgess evaluation report\ Baloon

This set in chain a series of processes from the development of a linked programme of conferences
and workshops to create “safe spaces” for the sharing of information and knowledge across multiple
systems and diverse networks, the establishment of a High-Level Coproduction Reference Group
that sort to provide a “heat shield” to enable new relationships to be built and ideas to flourish and
the testing and modelling of new ways of working (sketched out in the Case Studies in this report)

A key lesson that emerged was that developing these new ways is a slow and deliberate process.
It is the opposite of public policy processes that are very good on describing the WHAT, but lacking
in the HOW, demanding things to be done in prescribed and time-limited ways. The reality of system
change is that it requires daily practice in small and systematic ways day-in day-out, to a point
where all involved learn these new ways, and then these are shared with others, and then we slowly
build and grow again. Person by person. Group by group. Service by service.

In Wandsworth, after a steep climb, we have now reached base camp! This evaluation has enabled
us to bring to the surface the deliberate and necessary processes of “bridging” and “bonding” that
enables knowledge and information to flow and relationships to be built, to get to a place where
partnership and genuine collaboration becomes possible. Some of the new processes and
languages that are being developed in other sectors- in technologies like Uber, Air BnB, Facebook
for example – are better able to describe the work that we have underway, from the ideas of creating
“platforms” that have “two-sided networks” to the understanding that “value” can be generated
outside traditional structures and unlocking this is the key to growth and productivity.

The next stage of this work is to develop a Governance and Assurance Framework – a platform-
so that both sides of the network- mainstream services and community networks- are able to operate
within a partnership that is able to serve, and unlock the capabilities, of both sides. On the one hand
the management of risk and governance requirements for the spending of public resources, the
setting of key performance indicators that are able to measure value and return-on investment, and
on the other the environment in which community networks are able to deploy their strengths and
assets to generate public value.

By developing these processes in the deliberate and systemic ways that we have learnt, we are
much more likely to be able to generate network effects that multiply user involvement, speed up
the rate of adoption and create beneficial whole system effects.

As the latest policy cycles come around- addressing similar challenges to those presented to the
Neighbourhood Renewal programme 16 years ago, but this time wearing the clothes of Early Action,
New Care Models, Sustainability and Transformational Plans (STPs) and Social Prescribing...., we
are now better placed to meet them half way, not as passive recipients of them, but as active
coproducers. Over the next period, bringing these ideas and practices together into a measurable
system for community led early intervention and prevention is the leadership and mission goals of
our community.

Thank You to Dr Rochelle Burgess and Natasha Choudary for their skill and expertise in marshalling
and evaluating the evidence from our practice and providing the guidance and support for our next
steps; our funding partners The Lankelly Chase Foundation for their advice and support and
opportunities to provide reflective space in which we are able to learn from and contextual our work
; the Coproduction Reference Group- Wandsworth Council, Wandsworth CCG, Wandsworth Public
Health and SWLSTG who shared in the cost of this evaluation and contributed substantially in
enabling the many colleagues across our sectors and systems to participate freely and openly in
sharing learning and practice. We could not have reached the settling points that we have without
their leadership and support.

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