More about coproduction

There is a clear expectation that sites will establish a local peer network to drive their IPC programmes.

Coproduction is not a new idea.

Though variously defined, in health and social care it most commonly refers to people’s active involvement in shaping decisions about their own care and in planning, designing, commissioning, delivering and evaluating the services they need. The Five Year Forward View is clear that currently the health service can be “prone to operating a ‘factory’ model of care and repair, with limited engagement with the wider community, a short-sighted approach to partnerships, and underdeveloped advocacy and action on the broader influencers of health and wellbeing.”  It states that the NHS should seek to be, “a more activist agent of health-related social change.”

Coproduction is distinct from various activities often badged as “engagement” or “consultation” since it implies people’s ability to shape decisions from the beginning – defining the problem and sharing in the task of identifying solutions, rather than being involved in a process with little power to lead or change the debate. There is increasing recognition of the power and effectiveness of coproduction as a way of working that can:

Nesta and the New Economics Foundation have outlined through their work, six key elements that need to be in place and aligned for coproduction to be working well:

  1. Building on people’s existing capabilities: altering the delivery from a deficit approach to one that provides opportunities to recognise and grow people’s capabilities
  2. Mutuality and reciprocity: offering participants a range of incentives which enable people to work in reciprocal relationships with professionals
  3. Peer support networks: engaging peer networks alongside professionals as the best way of transferring knowledge and supporting change
  4. Blurring distinctions: blurring the distinctions between professionals and recipients, and between producers and consumers of services
  5. Facilitating rather than delivering: enabling public service agencies to become catalysts and facilitators rather than providers of services
  6. Recognising people as assets: transforming the perception of people as passive recipients to equal partners in designing and delivering services