A participatory design project that shifts Neighbourhood Networks advisory group to become member-led, supporting the organisation's governance system to centre lived experience through peer support, and shared decision-making
Client
Neighbourhood Networks, a charity that works with communities across Scotland to reduce isolation and promote independent living through peer-led support.Challenge
Neighbourhood Networks created a Neighbourhood Advisory Group (NNAG) to improve member engagement in governance, as a less formal and more accessible alternative to the charity’s board. However, participation remains low, meaning members’ voices are not fully represented. Working in an agile team, our role was to understand the barriers and create ways to support members in to the NNAG so they felt able to contribute to the advisory group meaningfully. Neighbourhood Networks is also experiencing funding cuts, which reflects the current third sector landscape, this means they have to provide more with less resource.
Methods
Staff depth interviews with both frontline and senior staff to understand a range of perspectives.
Ethnography I attended an online independent network meeting and every week I joined the the Musselburgh Transitions group to get to know members and understand what their hopes from an advisory group would be.
Interviews and consultation with staff and trustees from Disabled People’s Organisations across Scotland to gain insights on inclusive, disabled-led governance and co-designing with disabled people.
PROJECT TIMELINE
Developing oPPORTUNITIES
Primary research was analysed and synthesised as a group, we found that there were barriers to people joining in NNAG, in addition to how the NNAG its self is run and communicated.
Although the NNAG was designed to be a less formal version of the board, easy read alternatives, plenty of time for understanding a preparation, along with the fact NNAG members are people chosen by head office staff, meant that there were ways that engagement in these sessions could be improved.
Beyond the NNAG, communication was one of the key areas that needed to be improved. Direct communication between members would create agency and lead to less reliance on staff, different formats would be more effective too. While meeting in person was effective for many people, it isn't always possible in a national network.
Creating a service ecosystem of the organisation created a way to see some of the gaps in the service, and the underlying needs throughout the journey
Outcomes
The proposed service shifted the advisory group's aim from focusing on member feedback to becoming truly member-led. This keeps the organisation accountable and relevant to members (it's also attractive to funders). It also means decentralising communication so members connect directly with one another, supported by more visual, audio, and video information. We recognised many of Neighbourhood Networks' members needed more support to become involved with the advisory group, while others were not able to commit to being part of the group, staying in the loop through regular communication from the advisory group was important to them
HOW DOES THIS IMPROVE COMMUNICATION IN THE ORGANISATION?
Direct Communication
Digital invites sent to all members before NNAG meetings, outlining what will be discussed and welcoming them to attend.
A dedicated NNAG email address so members can communicate directly and independently, without going through staff.
Support
NNAG members record short video updates after each meeting, shared at monthly network meetings so members know what NNAG is, who is involved, and can make an informed decision about joining.
Community Living Workers encourage discussion of these topics in regular network meetings, creating safe and comfortable spaces. Optionally, they can share feedback from these discussions back to the NNAG.
Structure
A toolkit to help the NNAG move from staff-led to member-led, reducing power imbalances.
An external facilitator to run meetings, held in informal community spaces rather than staff offices.
A stronger focus on social motivations for joining — with activities before and after meetings to strengthen relationships between NNAG members and staff, making collaboration easier.
Project Process
analysis and synthesis: making sense of the data and developing insights to shape prototypes for new service proposal
testing: shared prototypes with Community Living Workers at the organisation
deliver final outcome: toolkit shared with the team at Neighbourhood Networks
share with stakeholders: presenting the toolkit, invite and other service interventions at their team meeting