Embedding coproduction in organisational culture and practice: a case study.

PURPOSE: This paper aims to explore the challenges of coproduction at individual, team, service, organisational and system level and critically describes the work of one organization to describe ways in which coproduction can be facilitated. DESIGN/METHODOLOGY/APPROACH: This is a case study of the approaches developed (coproduced) within an independent not-for-profit mental health consultancy organization to facilitate coproduction at every level. FINDINGS: Although much is published about coproduction in research, there is relatively little guidance relating to coproduction in practice. This paper describes the meaning, purpose and impact of coproduction at different levels and gives examples of how it can be achieved. The learning from his work is drawn together to present a series of findings with recommendations including: inclusion, managing power difference, accommodating difference, generating new ways forward rather than debating and selecting existing options. ORIGINALITY/VALUE: The literature on coproduction in practice is replete with guidance rather than examples of good practice. It is also apparent that the ambition for coproduction has progressed rapidly from coproduction between service providers and people using services to coproduction with all relevant stakeholders. This paper provides contemporary examples of coproduction in different forms and at different levels with attention to ways of overcoming challenges.

Sustainable practice: how practice development frameworks can influence team work, team culture and philosophy of practice.

The current political agenda to adapt mental health services to meet contemporary needs is changing the way that psychiatric rehabilitation is organized and focused. This comparatively new branch of mental health services has over the past 20 years been subject to continual change, both through policy and clinical directive. The author argues that this consistent process of change has destabilized the clarity that is needed to offer the style of care and support that users of rehabilitation services require. Whilst broad aims of rehabilitation remain relatively clear the increasing options of principles and approaches towards rehabilitation have overwhelmed both service users and those working within the service. In this paper, author seeks to resolve these problems by providing an overview of a practice development framework that was applied to eight psychiatric rehabilitation teams over a 4 year period. The paper contains examples of equitable structures that have developed as a result of applying these frameworks. Attention is given to the creation of a representative council of service stakeholders and a paradigm of practice that has become integrated into the philosophical functioning of the teams. The tangible results of the process are ones of increased opportunity and fulfillment for those involved in the study.