Kingston Strategic Partnership (Seizing the Moment)

Reaching brand new voices was always a focus and put rigor behind the work. We had a map of Kingston from the outset and mapped out places we could use as touch points for seldom heard groups rather than relying on established routes like e-mail, social media or council stands.

Kate Leyland, Corporate Strategy and Partnerships Manager, Royal Borough of Kingston

About the partnership

1. Seizing the Moment was a community engagement project commissioned by the Kingston Strategic Partnership (KSP).
2. It aimed to understand the views of those who live, work and study in Kingston and inform the KSP borough vision.
3. It was delivered through a partnership between Collaborate CIC, Kaizen Partnership, and Social Engine.
4. The project was carried out between June 2021 and April 2022, with the community engagement phase between August and December 2021.
5. At its core, it aimed to reach seldom heard groups, so a diverse range of methods were used across two phases of engagement.

What has gone well

1. As the work was commissioned by a cross-partnership working group, partners gained insight into Local Authority commissioning.
2. Partners provided challenge about the language used by the public sector. Early collaboration in the project aligned this language and changed the approach to engagement. This created a sense of togetherness.

Challenges experienced and overcome

1. Keeping partners feeling involved and well-informed to maintain buy-in without information overload. This was done by re-reflecting on the project in lightning presentations during established meetings and 1:1 check-ins with partners at key points in the project.

Results

1. Over 900 people participated, giving a strong and robust picture of the views of Kingston’s communities.
2. 46% had never had their views consulted before and the majority of people engaged had never/only rarely given their views about the area before.
3. 74% of people engaged said they would like to be more involved in making a difference in the area.
4. The project gathered valuable insights about the perceptions, opportunities and challenges for KSP to tap into. For example, the project found that people felt connected to their neighbourhoods more than Kingston as a whole.

What made the difference

1. Trust and confidence to challenge across the Partnership: this enabled the partnership to look at issues from a solution-focused lens.
2. Tackling inequalities at the core of the work: this meant that accessibility was considered from the outset of the project.
3. Revolving chair approach at KSP: such an approach creates a co-ownership environment.
4. Evidence-based: to avoid duplication, as well as a strong push to reflect and learn.