Chilli Studio full external Evaluation Sept 2017

Introductions Executive summary Brief outline of studio organisation Political context This evaluation Demographics

Chilli Studios

Evaluation 2017

Contents 1 3 5 8 11 13

Member feedback Focus group feedback Case studies Studio manager’s response Staff perspectives Stakeholders’ perspectives

15 23 27 31 33 35

Word cloud Wellbeing Other factors Discussion Recommendations Conclusions Appendix

37 38 39 41 43 45 47

Evaluators’ introduction

Studio Manager’s introduction

When I consider the difficulties and the range of stresses often imposed on the most vulnerable in society, I am motivated to maintain and develop the positive force that is Chilli Studios.

Despite all the challenges faced by many within the studio, I am humbled by the level of generosity, compassion and mutual respect that prevails. Within this ‘Realist Evaluation’ is an honest summary achieved by an in-depth research process involving many stakeholders. This clearly informs the reader of the studio’s value, necessity and the breadth of opportunities provided, whilst acknowledging the potential to further develop its offer. It will support all involved by realising strengths, improving and evolving practice, and galvanising the community to meet contemporary needs at the earliest stage.

My responsibility is to ensure I am always learning and, directed by the community of the studio, opening up new channels that promote voices to be heard and rights materialised. At a time when keeping the service going is paramount, this valuable information helps us to continue improving our ability to work together in articulating the need and value to all stakeholders.

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Bob Malpiedi

There is no dispute that artisitic/creative engagement is hugely beneficial to mental health and wellbeing. Chilli Studios enables these benefits in multiple ways and is considered by its members and other stakeholders to be a vital resource. The challenge lies in striking the balance between empowering studio members and in reinforcing sustainability through strategic collaboration, to maintain creative opportunities under increasingly challenging social and economic circumstances. This evaluation seeks to explore that balance to establish what works well and what could be done better.

Andy Fletcher / Joanne Brown

The Chilli Art Studio is a place and a half.

Things happen there. People talk (to each other) and paint and write and do music etc.

It’s very upbeat and a bit downbeat.

It’s joyous.

I think that’s enough.

You have to pay, though.

Allen Forrest - Studio Member

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Executive Summary People with mental health issues are living in an increasingly complex world. The pressures on invidivuals are growing; from accessing the appropriate health and care services to navigating the increasingly conditional benefits system. More generally, stigma around mental health still exists across many domains. These combined challenges have led to more demand for support services and greater reliance on charities such as Chilli Studios.

Chilli Studios was established in 2004 to “creatively improve mental health”. It has evolved in response to changing policy contexts and the changing personal, social and health needs of a diverse membership.

The underlying principle - that arts and creative activity increases wellbeing - is as relevant as ever, and the evidence base for this is increasing. Moreover, Chilli Studios’ own data, combined with the findings of this evaluation, strongly supports the broad idea that creative activities benefit health in multiple ways.

After consulting with a range of individuals including studio members, staff, business partners and potential members, then returning back to the members, this evaluation identified key factors that contribute to the success of Chilli Studios. It also found some issues that could be developed further to improve outcomes.

The underlying factors related to member satisfaction are: members having a real stake in the way the studio is run and in decisions that contribute to its overall direction and activities (through member meetings and some individuals being given some administrative responsibility); opportunities to disseminate and sell artwork through Chilli Bizarre, a cafe and gallery with an online component; and the soon to be launched ‘Chilli Seed’ initiative, which will support members in developing more independent entrepeneurial ideas.

It is clear from this evaluation that the studio continues to provide an essential service in a rapidly changing socio-political climate. A number of developments have happened recently or are ongoing, that will strengthen the studio’s financial position - but this also corresponds with increased demand. With that in mind, continued support is vital at this stage to enable the final steps toward full sustainability.

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KEEP DOING...

Continue promoting involvement and maintain transparent yet safe boundaries betwen staff and studio members - this is one of the unique qualities that studio members really value.

Further develop methods of sharing duties with members to support desired availability of staff on studio floor. This is working well in promoting leadership and development opportunities with a long term goal for some of returning to work.

Networking; sharing knowledge and best practice with other charities and business organisations regionally.

START DOING...

Interest in Chilli Seed is there, but the project is awaiting funding.

This should be pursued when reasonably possible.

Electronic sign-in for improved attendance tracking, and gathering and monitoring of more granular wellbeing data.

Emphasise the electronic/online gallery component of Chilli Bizarre to maximise sales and exhibition opportunities.

PAY ATTENTION TO...

Communication could be improved around code of conduct and broader studio issues to promote positive models of behaviour and to avoid ambiguity. Conflict resolution policy is well thought out and robust, but shared understanding of this between staff and members should be gently emphasised.

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Creatively improving mental health A very brief outline of the role and structural components of Chilli Studios Chilli Studios is a multimedia art studio for people with mental health issues. Based in Byker, Newcastle Upon Tyne, it offers a range of creative activities including painting, ceramics, music, writing, computer art and handcrafts, to help improve wellbeing.

Members can be referred by their GP or other health professionals, or they can self-refer. They use studio resources to pursue their own creative agenda or attend structured workshops.

The service also encourages member-led activities and governance (within a robust support framework), and seeks to find opportunities for members to develop their resilience.

Chilli Seed is a business startup model designed to help studio members to grow their artistic ideas into viable enterprises. A collaborative partnership is currently being developed with North Tyneside Art Studio prior to the initiative being formally launched. Awareness among members is currently quite low, although interest has been registered and the model has been evaluated as feasible.

Nevertheless, a structure does exist, comprising: a Board of eight Trustees; a Studio Manager who oversees fundraising and resource management; a Charity Officer who assists the Studio Manager; an Arts Coordinator who devises the the artistic timetable, excursions and creative activities; a Cafe Manager for Chilli Bizarre; a User Involvement Officer, who looks after members’ pastoral needs; five sessional artists who deliver arts workshops; and over 20 active volunteers who provide support on the studio floor.

The artistic timetable is devised by the Arts Coordinator. This defines the studio’s day-to-day activities as well as cultural visits and excursions. It is centred on creative practice that can improve wellbeing. The schedule has been developed around member requests, available resources and enabling creative opportunities.

An example is given in appendix A.

Chilli Studios uses an Engagement, Participation, Development and Achievement (EDPA) model to measure and monitor the progress of studio members’ wellbeing. There is an awareness that some members have sensitivities around being ‘measured’, but it is essential that strong metrics are recorded to determine wellbeing changes.

The model enables a baseline measurement, taken at induction, then if possible, every 12 weeks thereafter.The model is adapted from the Outcome Star model and is used in conjunction with the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS). It also incorporates more qualitative data to provide the best possible evidence of Chilli Studios’ impact.

Chilli Bizarre is a cafe / art gallery and shop-front for Chilli Studios. It sells food and drinks, with all profits going towards the studio’s sustainability.

Moreover, it enables an opportunity for members to sell their artwork and to hold informal public events, making mental health more visible in the community. Income generated in the first six months of the refurbished cafe opening was £6030, with 303 recorded sales of members’ art.

Staff roles / administrative structure are deliberately kept as transparent as possible to break down barriers between those marginalised in society and perceived authority figures.

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It is evident that the organisation is commitetted to continued service development as well as striving to increase members’ involvement with the direction of the studio. Compared to the previous year, the following aspects have increased during 2016-2017: Staff training sessions have risen from 15 to 25.

Skill share and member training sessions have increased, giving studio members more opportunities to lead on their own sessions.

The number of excursions undertaken has almost tripled, reflecting member feedback, which requested more cultural visits.

The number of exhibition opportunities and events has also tripled, increasing opportunities for members to showcase their work and develop stronger links with other arts opportunities, the local community and the public.

Publications and productions have almost doubled these are often led by members, such as the member newsletter (which includes ‘artist of the month’) and radio podcasts.

Political Context 2016 saw a rise in populist politics globally, resulting in a shift towards less sympathetic values regarding social and care issues, particularly more holist and more humanistic perspectives on mental health and wellbeing.

This evaluation is politically neutral. However, the present government’s continued policy of austerity has directly affected many vulnerable groups of people. It is impossible to predict the outcomes of the current socioeconomic context, but recent events have served to galvanise political opinions, particularly for those marginalised in society and those trying to help them. This is evident in the data and it would be wrong to ignore such perspectives – perceived or otherwise.

Interviewees, from studio members to staff and other stakeholders invariably held strong political beliefs, which have informed the commentary and themes raised in this evaluation. In short, the climate of austerity has led to a proliferation of generally anti-government viewpoints that favour a renewed focus on social care and mental health issues.

The studio has also improved its monitoring systems by implementing staff, artist and volunteer feedback forms as a key way of recording issues, attendance at individual sessions and more general feedback. Members also have the opportunity to feedback on any issues via the anonymous ‘feedback letter box’ situated in the main studio area and cafe.

There is evidence of this member feedback being acted upon in terms of tailoring sessions to member’s needs, for example the return of the creative writing workshop and debating group (which were previously on hiatus).

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The political context for this evaluation has had specific effects on the work of Chilli Studios.

Chilli Studios operates in a rapidly changing health and social care policy climate. At the time of writing this evaluation, the effects of Brexit are unknown, but will inevitably affect health service configurations, community cohesion and access to funding for third sector organisations. The timescale for these changes is at least two years, so we can only be mindful of potential changes, but cannot yet predict or respond to these.

The Tory government will continue its policy of austerity in most sectors, including health.

‘Traditional’ conservative values are characterised by a more paternalistic, less patient-oriented attitude towards both mental health and social care. It is unknown exactly how these services might be different under a Labour government. However, the majority of studio members and stakeholders hold left-wing political views, which were strongly apparent in the feedback we received.

The neoliberal ideology held by the present government favours increased private sector growth. In practice, this has led to more outsourcing of services (e.g. Work Capability Assessments are carried out by Maximus Inc., on behalf of the DWP). Private providers are profit-focussed, which has generated concerns that these shifts do not serve the best interests of patients and (for want of a better term) ‘service users’, including many Chilli Studios members.

The fragmentation of resources has also led to increased signposting by NHS services towards more community-based initiatives. This reinforces the concept of ‘community’ but is rarely matched with government financial support. Chilli Studios is one such service and now receives referrals from both health services and homelessness charities. The studio itself has also seen a shift from being solely art-focussed towards an increased need for signposting. This reinforces a perception among studio members that ‘big government’ is no longer interested in supporting individuals with complex needs, further contributing to the anti-establishment / anti-authoritarian sentiment among most of those interviewed.

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One significant recent policy shift affecting Chilli Studios Members has been the tightening of eligibility categories for Employment and Support Allowance (ESA), a primarily disability related ‘out-of-work’ benefit. This shift reflects authoritarian values towards welfare support by increasing the levels of work-related conditionality for a group of claimants who have been traditionally deemed as ‘deserving’. The idea of ‘deserving’ has been posited as a social construct (Schneider et al., 2014) and is open for debate. However, in realist terms – the terms of this evaluation – the welfare changes make life much harder for most people. Indeed, some interviewees made comparisons between their own situation and the Ken Loach Film I, Daniel Blake (2016).

This reflects both the reality and the perceptions of the political context as it affects studio members. Alongside the increasing conditions disabled people (including those with mental health issues) must now meet to continue receiving ESA, claimants are expected to attend a Work Capability Assessment (WCA) to determine their eligibility for ESA. This resulted in a number of people suddenly being deemed ‘Fit for Work’ and moved onto mainstream Job Seekers Allowance. A main criticism of the WCA is the lack of consideration for mental health conditions. The impact of having benefits cut means that organisations like Chilli Studios are now even more important in providing support for those with mental health issues.

Another change affecting studio members has been the introduction of Personal Independence Payments (PIPs), which replaced the Disability Living Allowance. PIPs provide additional financial support for people with long term impairments or health conditions but, like ESA, is decided via a face-to-face assessment, which can lead to increased anxiety before, during and after the assessment.

Schneider, A. L., Ingram, H., & de Leon, P. (2014).

Democratic policy design: Social construction of target populations. Theories of the policy process, 3, 105-149.

The Care Act (2014) came into force in April 2015, following Chilli Studios’ previous evaluation. This placed importance on control and autonomy for people with care and support needs and their carers, with a clear emphasis on maintaining ‘wellbeing’. In essence, it aimed to improve integration and service user decision-making within health and social care services. However, it also coincided with Local Authority budget cuts and an increase in mental health diagnoses, creating a complex landscape for voluntary organisations that work closely with those affected by the new legislation.

Evidence around the social cost of mental ill-health acknowledges a need for increased and broader mental health services (Taggart, 2016). This is compounded by a difficulty in understanding the effects of mental-ill health on individuals and communities and the complexity of individuals’ circumstances. Evidence-based practice and policy making are quite rightly held in high regard, but this is at the expense of more values-based approaches, which accommodate a wider range of factors in a more democratic way. Critically, this gives an insight into the policy position on mental health. Sally Davies, the UK Chief Medical Officer, reporting on public mental health priorities said: “…well-being does not have a sufficiently robust evidence base commensurate with the level of attention and funding it currently receives…” (Davies, 2014).

Given that Randomised Controlled Trials (RCTs) – which are wholly inappropriate to contexts such as Chilli Studios – remain the ‘gold standard’ for health-related evidence, it is difficult to see how this attitude to funding mental wellbeing can change. In other words, the evidence that Chilli Studios improves its members’ wellbeing is rich and compelling – but it isn’t yet the right type of evidence that attracts government funding.

As well as signposting, Chilli Studios has responded positively to such changes and aims to increase and improve members’ independence and resilience in a difficult social world. For example, the Chilli Seed initiative was developed in response to this political context and directly links to the achievement element of the EDPA (an evaluation model based on Engagement, Participation, Development and Achievement) model. Chilli Seed is designed to help members generate their own income through their creative interests without the more conditional elements attached to the government-led ‘back-to-work’ initiatives. The model is sound in principle (having been evaluated in 2016) and now needs to be funded The relationship between arts and health is and promoted more widely among members and well-known, but there are calls from a range of in collaboration with North Tyneside Arts Studio. sources (Daykin et al., 2017) for better understanding of this connection to assist policymakers in making more informed decisions. This has led to increased academic attention being paid to arts and health – so far three academic studies have been carried out focussing on the work done at Chilli Studios.

Mental health is increasingly important to the overall healthcare context, but is still considered difficult to deal with. This, combined with the changes in social care, and the inherent complexity of individuals’ personal lives and the support systems they rely on, creates an increasing need for support in this area. It is clear that collaborative working, networking and cooperation between organisations and wider agencies can help in navigating such difficult circumstances.

We see this at Chilli Studios and conclude that, in a context with no easy solutions, the studio is making the very best of its limited resources.

Taggart, H. (2016). The Five Year Forward View for Mental Health. Independent Mental Health Taskforce (for NHS).

Daykin, N., Gray, K., McCree, M., & Willis, J. (2017). Creative and credible evaluation for arts, health and well-being: opportunities and challenges of co-production. Arts & Health, 9(2), 123-138.

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As we spoke to an increasingly wide range of people, our theories became more refined until a picture began to emerge highlighting the reasons why Chilli Studios is successful as well as areas to develop or improve on.

This evaluation

Our guiding principle has been to put studio members at the beginning and end of this evaluation. These conversations set the tone for the project, defining the themes to explore. After discussing our findings with staff and other stakeholders, we returned to a member-led focus group to ensure they had the final word.

We sought to take the best from previous evaluations. Those carried out in 2011 and 2014 had distinct approaches. One presented objective and structural descriptions with some interview data; the other took a more academic approach, discussing in-depth service model concepts. Our report is designed to be as accessible as possible, integrating member, studio and stakeholder perspectives to build a detailed picture of a mental health arts charity in a complex and fast-changing social care environment.

We used principles based on Realist Evaluation (Pawson and Tilley, 1997), a theory-driven process increasingly commissioned by health and social care services in the UK. ‘Realist Evaluation’ generates theories about what works or doesn’t work for members at Chilli Studios, then explores these in more detail with staff and other stakeholders, to establish why these factors work or don’t work.

Given that many studio members have experienced social isolation, stigma and marginalisation both in public and through their experiences with institutions and health services, we felt it was important that our initial data originated with them.Other approaches, such as looking at more quantitative financial data, relapse rates or legislation were also viable, but Chilli Studios is primarily focussed on improving the wellbeing of its members so on that basis, we built our findings around members’ perspectives.

Sometimes the staff and other stakeholders offered different perspectives on the member-generated themes; other times they agreed on issues to be addressed, confirming the initial concerns. This process enabled us to refine our theories to establish what matters, to whom and why.

Finally, we returned to the studio members with the refined theories and discussed these in a focus group. This ‘theory refinement’ process lies at the core of Realist Evaluation.

Theory developmentstakeholders

Theory generationmembers Theory developmentstaff

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Refined theories (reported here) Theory refinementfocus group

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Demographic data

Who we spoke to Studio members

683 total

members

169 active

members*

9

key staff, including sessional artists

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creative and/ or business partnerships (2015/16)

Average member’s age: 40 (modal average) - this is increasing, reflecting the UK’s ageing population. Older people have a different needs profile to younger people and this is acknowledged by the studio through delivery of specifically chosen excursions and activities.

Studio members have a range of diagnoses and staff are well prepared for various needs through specific training**. The studio’s agenda is to ‘creatively improve wellbeing’, so no particular condition is focused on.

The most prevalent diagnoses, depression and anxiety, reflect wider society.

Gender divide is approximately 56% Male, 43% Female, 1% Transgender Black, Asian and Minority Ethnic (BME) membership is in line with local demographics (3.4% for North Tyneside***).

Referral agents - increased referrals from (e.g.) homeless charities reflects recent changes in socio-political context. Referrals overall have increased from 101 in 2015/16 to 115 in 2017/18. *Paid at least 2 months’ membership between April 2016 and March 2017. ** Recent staff training includes: Safeguarding adults, professional boundaries, first aid, dealing with difficult situations, basic mental health, lone working, food hygiene/safety training, anti-stigma training. ***2011 Census. It is worth noting that one NHS referring agent also explained that many BAME groups have different cultural ideas around MH issues and often deal with these within the family, rejecting outside services.

(n=33 inc. focus group)

Interviewees / survey respondents

9 active regular attendees

6 intermittent attendees 4 lapsed members 1 potential member

3 case studies (non-surveyed studio members)

Focus group

8 current members

2 volunteers

Stakeholders

NHS mental health referring practitioner (anon)

Representative from Tyne and Wear Archives and Museums Representative from Blue Stone Consortium Building manager (Chilli Studios’ landlord) Representative from Crisis Skylight (referral agent) Colleague from North Tyneside Art Studio (part of a studio group that includes Chilli Studios)

Studio staff

2 employed staff

1 studio manager Informal conversations with sessional artists

Sampling There were some issues in selecting a representative group of studio members. We aimed to sample active, intermittent and inactive members to achieve the balance of perspectives (it was anticipated that active members would be less critical - otherwise they wouldn’t attend so regularly).

Inevitably, the latter two groups were the most difficult to contact, but we made contact with n=9 of these latter two groups. This resulted in a fairer representation of studio users’ viewpoints.

Some stakeholders (being busy people) were also difficult to contact, but their input was valuable in helping us understand the studio’s role in a wider context.

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Staff support Staff were routinely praised for their approachability and knowledge of mental health issues. Members appreciate the ‘light touch’ attitude to support, i.e. they are treated as people and left alone if necessary – but the support is there if they need it. The User Involvement Officer, who offers talking sessions ,was highly praised.

Inclusivity and ethos More broadly, the ‘light touch’ approach is reflected in the studio’s relaxed ethos.

This was generally described as an appropriate balance of freedom and flexibility to attend/not attend, and a structured workshop programme that can be engaged with as per individual preferences. This aspect was highly valued, leading to comparisons with other more statutory MH/day care services, which were felt to be too institutional and prescribed.

Peer support Staff and volunteers’ personal experiences of MH were valued in terms of empathetic support. It was noted that members provide a great deal of support for each other. The relaxed ethos of the studio de-emphasised the boundaries between members and staff, and this was perceived as generally positive.

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“

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Without the help of the staff, I don’t know where I’d be at this moment in time. They’ve been absolutely fantastic. Without the staff, I’d have been absolutely broke by now.

All the staff here have independent knowledge of mental health issues... They are all approachable.

[The Studio Manager] has knowledge of how to keep people well.

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People who recognise mental illness is not a stigma, or it shouldn’t be.

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You can come and go as you please; no one telling you what to do and when, but the classes are well organised.

It’s nice to get amongst other human beings.

“

Most members commented positively on the social aspect of attending the studio.

All appreciated the studio’s role in addressing issues around isolation, peer support and marginalisation. This was commented on in about the same proportion as the therapeutic benefits of art. These benefits differed between members but included: mindfulness aspects, expressivity, distraction from personal problems, experiencing other people’s creativity and feeling productive – especially the commercial aspect of being able to sell their art.

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Therapeutic benefits of art were considered equal to the social benefits of the studio.

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Member feedback

You could speak to [volunteer] and they’d ‘been there, bought the T-shirt.’

Always someone to talk to.

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Opportunities

These [opportunities] are life-changing things.

Excursions were very popular. Those surveyed said they felt they were able to have ‘safe’ experiences outside of the studio building. There was a call for more of these, although those who attend are happy with the current offer. Upon discussion with the Arts Coordinator, there are monthly excursions which attract interest but are often then poorly attended, due to members preferring to stay in the studio on the day. The current programme is therefore considered successful, albeit with scope to improve engagement.

Safe space The concept of the studio as a ‘safe space’ was expressed, both in terms of feeling ‘protected’ from the outside world, but also in terms of being able to express oneself freely. When disputes had occurred in the studio, most members felt that it was dealt with swiftly and appropriately by staff. There remains a tension around being able to talk freely about distressing issues and protecting those who are particularly sensitive. This is currently governed appropriately, but could perhaps be made a topic for the debate group, with policies being communicated clearly and effectlively to all members.

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The studio is like a river, you can come in at any point if you’re distressed or angry and leave as you wish.

Has changed lives All members described Chilli Studios as being a catalyst for significant lifestyle changes and promoting self confidence and independence.

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It’s certainly changed me from being isolated in my bedroom, painting and writing poetry, to being able to come out and socialise with like-minded people. It’s helped me keep away from the drugs, the drink and the bad associations.

Way beyond anything I’ve experienced in mental health services.

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It’s a lifeline...

Society treats us as outcasts. This is the life raft that keeps us outcasts afloat.

You can come and go as you please; no one telling you what to do and when, but the classes are well organised.

Really fun and well organised.

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Excursions

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Support, structure and know-how but first of all it’s a community.

“

Some members had benefited from opportunities delivered or signposted by the studio, e.g. work placement or art/writing competitions, as well as opportunities to sell their artwork. There was a sense that more opportunities should be made available, as these would help transitions into the wider community and make people less reliant on the studio. All members were aware of Chilli Bizarre, but only around half of those surveyed knew about the Chilli Seed project.

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Member feedback

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Our survey asked participants what they would improve in the studio.

Most had only positive feedback, but the few issues raised have provided some basis for discussion. The evaluators emphasised that individual problems should be raised with staff and, critically, 18 of the 19 studio members interviewed felt they could raise issues with staff if they needed to.

Due to an increased workload, the SM spends more time in the office than in previous years. This has resulted in a dynamic shift, although most members appreciate the need for increased efforts towards funding and sustainability, and accept this situation. A consequence of this is the increased presence and involvement of the Arts Coordinator in day-to-day activities. This change reflects the broader changes that occur in wider society and is considered healthy in terms of developing resilience.

Studio getting busier

Communication Some members praised the general communication of events, workshops and other studio news, whilst others were confused by the amount of information available and have difficulty distinguishing new materials on the notice boards. Attention is given to organising the notice boards as carefully as possible and the evaluators noticed an improvement in online communication. It seems every effort is being made by staff to communicate the large volume of information in a way that is accessible to reflecting the need for increased administrative help.

Reliance on the studio A small but significant proportion of members have concerns about being reliant on the studio. Some deliberately distanced themselves for this reason, whilst others had anxiety about what might happen if the resource went away. This suggests the studio is a ‘victim of its own success’, which is both positive and negative. This issue is being addressed by making opportunities available both inside and outside Chilli Studios to equip members with resilience and skills they can use in a wider community.

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I would like to see [the studio manager] more on the floor.

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It’s been getting quite busy recently… I think there have been more upsets, due to some of the new people.

If I get used to the place and then something happens [It closes]… I don’t like being reliant.

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It is noticed that the studio is getting busier, reflecting its value to the community. Some members are worried about how this will affect the dynamic and the status quo, which is considered to be very good. The situation has led to an increase in members thinking about how to use resources more sparingly, including ideas around re-use and recycling of materials. This could be further encouraged. Demand is a legitimate concern, but in this case has yielded a generally positive response.

The notice board is over-stimulating…

Sometimes it’s hard to know what’s important this week.

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Presence of Studio Manager (SM) on studio floor

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Disputes between members Disputes between members are rare and are quickly resolved. When these do occur, it is important to educate members themselves around mental health sensitivities (this is not an issue with staff), as some appeared to blame the other person’s mental health condition. Such comments were in the minority, but perhaps meritsome discussion. Issues of ‘favouritism’ were cited as a potential barrier to creating bespoke member opportunities. The Chilli Seed project may enable such opportunities to be more ‘self-directed’, reducing such perceptions.

Environment Three people said they felt self-conscious in the studio and this affected their attendance. The open plan nature was problematic for them. This has been discussed with the studio manager and it is felt that the current layout is the best configuration possible, with both quiet and noisy spaces available for differing needs. The quiet space has partitions and there is potential for more partitioning, although this may be at the expense of the sense of communality that open-plan layouts allow for. The studio has ongoing sensitivity and awareness of such concerns, making changes where possible to accommodate individuals needs.

Distinction between staff/members Two members noted that they sometimes couldn’t distinguish between staff/ volunteers and other members, leading to confusion about where to go for help.

This is an interesting issue, although the transparency of such boundaries is considered more of a benefit than a problem. To this end, there is scope for improving the induction process, ensuring that all members are fully informed from the outset. Steps have already been implemented to address this, including a new staff photo page next to the signing in book as well as staff information in the member-led newsletter. There was some discussion around the use of badges, but the general consensus held that the lack of distinctions (e.g. badges) increased equality and the sense of shared responsibility.

Chilli Bizarre issues, addressed ad hoc during this evaluation There have been some changes in Chilli Bizarre over the course of the evaluation, including tweaks to the balance between the café’s business agenda and its role as a gallery/exhibition space. Prices have been lowered and a suggestion box has been introduced.

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Focus group After consulting a range of stakeholders and analysing the emergent themes, we returned to the members, whose initial interviews gave direction to this research. Our guided focus group, based around three major themes, was designed to initiate discussions between studio members and gave us the opportunity to report some of our findings back to them.

The studio strongly encourages freedom of expression, both as a principle and also recognising its therapeutic component.

“At a lot of so-called day servces, too much control is exercised... I don’t think it’s appropriate for people who are long-term ‘not fit for work’”

“As adults, I think we’re aware of what’s expected of us”

However, safeguarding must also be ensured, so debates around sensitive topics and subject areas are facilitated within the more structured framework of a discussion group.

Discussions around self-governance and member leadership

“[The Studio Manager] keeps good control over everything indirectly. His vibe is such...It’s quite a peaceful thing”

One member commented on the balance between having freedom of expression and the need to be sensitive to other studio members’ needs.

This was challenged by another member: “leave the negativity at the door”

Self-governance is critical to the studio’s ethos of independence and empowerment, but this requires some level of guidance and as such, a careful balance needs to be maintained.

These complexities are managed by staff listening to and supporting members, whilst ensuring the ground rules around acceptance of others and working together are maintained. The studio manager exercises ‘soft power’ and encourages member freedom and member-leadership as much as possible.

More broadly, the staff/member balance is achieved through regular training and robust policy around conflict resolution. When disputes arise (which is rare), the boundaries between staff and studio members occasionally become more visible - but on a day-today level, this balance works well in promoting the aim of self governance.

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The evaluation team (facilitating this focus group) feel that debates around freedom of expression are a component of wider society and not a significant problem of the studio. 24

“There is a change where resources are going because the state provision has been shit”

“Without the staff here, I’d be absolutely broke by now”

Staff resources: Increasing need for signposting and wider support

“You need [the staff here] to write reports and stuff, so you’re not harangued into this ‘system’”

Mechanisms to achieve this are in place. A great deal of progression has occurred over the last two years. Direct member-related fundraising has increased to many thousands of pounds.

The studio also has numerous methods of collecting member and volunteer feedback, which is pivotal in the design and delivery of the project and its charitable applications.

“Monthly members’ meetings - we generally do things by consensus” Focus group members demonstrated a good understanding of the staff changes and why the SM is less available due to networking and writing future bids.

They expressed a strong desire to become more involved in this process.

Feedback about staff was overwhelmingly positive, with most members specifically mentioning the importance of staff having personal knowledge and experience of mental health issues (in comparison with state-provided services - often referred to by members as ‘day services’).

Studio members generally accepted the changing roles for staff, and they understood and supported the reasons behind this.

The emerging advice and ‘signposting’ element is considered a valuable asset to Chilli Studios’ broader role. However, the increased need for this support has stretched resources. The use of peer-led support, facilitated by staff and volunteers, has greatly increased the studio’s capacity to support more people and yields multiple benefits for all members.

This approach also requires significant support for peers, and the studio and staff are always mindful of this need.

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“You feel comfortable; you can speak out. It’s very democratic here.

People share ideas as well as concerns and issues and problems and also sharing ideas...”

Several group members agreed with this sentiment, which was also reflected in some questionnaires. Chilli Studios is perceived to be a safe space in an uncaring society.

Self-empowerment and independence - members’ voice within the studio and life outside the “[You feel] like an unwanted piece studio of litter the rest of society doesn’t want - your

“I think I’ve got more confidence outside - since joining - ‘cos one time, I would go to the town, but then all of a sudden, I just suddenly; ‘no I’m just not going to go’... Now, I feel I can do what I want”

confidence goes down; you feel I’m not worth it - but when you come here, you’ve got a place to come; something to look forward to; you can develop better confidence. You can meet people you can chat with, have a joke with instead of just being stuck in your own little rubbish corner where you haven’t got anyone to express yourself with or your personality or share your interests with or share your learning with and you feel better and you become more independent becasue you’re better motivated and you feel like it’s worth you putting clean clothes on; worth you getting up in the morning; worth getting a bath or treating yourself to a nice new coat.”

The studio is considered to be a safe space, which has led to some people perceiving it as an escape from the outside world.

However, Chilli Studios also promotes independence and integration back into the community. In offering a high level of protection for studio members, this allows the space for opportunities to be created for those who want them.

There is a great deal of activity in that area, spearheaded by the Arts Coordinator – any potential issues around inclusivity or involvement are picked up by staff or in the creative wellbeing logs.

More insular/dependent studio members are consulted periodically to establish if anything else can be done to enhance their lives outside the studio, with a view to making the distinction between the studio and the outside world less sharp. The studio now contacts absent regular members after one week if concerned about their welfare.

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Case studies Steve, veteran studio member, male, age 50

New studio member, male, age 31

“I have been attending Chilli Studios since it opened 10 years ago. I was living in a hostel at the time and suffered from severe paranoia. One day, Bob [studio manager] visited the hostel and gave a talk about the project.

He sketched a picture of our back garden in about 20 minutes – that was the moment I wanted to join the studio, so I tagged along and started attending regularly.

“Without going into too much detail. My mental health deteriorated to the point where I had to be hospitalised. An Occupational Therapist at my inpatient unit introduced me to Chilli Studios. Although I was discharged without a proper discharge plan, I was able to ‘tread water’ for a short while, only because of Chilli Studios. The sessions and general support helped keep my brain active in a positive way giving me respite from the flashbacks.

It wasn’t until the Xmas/New Year period when Chilli was closed that my mental health took a sudden plunge, and I had to be hospitalised again.

Once I had recovered to a certain point I was re-introduced to Chilli Studios. It was Chilli Studios that really helped my recovery to the point where I am finally able to look towards discharge from hospital, and I feel ready, energised and motivated to move forward and really make a difference.

My time at Chilli Studios has really changed me. I am no longer sliding down a slippery slope toward suicide. Instead I am much more positive and upbeat about life. I am a totally changed person. I am much less depressed, much more confident and motivated than I was before I was hospitalised the first time.”

It was difficult at first – I had to get taxis everywhere – going out was a problem. At the studio, I learned to draw and paint, but also started talking to more people. The social aspect is great. All the staff and service users get along really well and you feel part of something. I find it difficult to relax; my mind is always going and that can make everyday life difficult. Painting helps take my mind off things; it’s a distraction and makes me feel more relaxed. That, and socialising with the other people at the studio, has given me the confidence to move from fully supported to partially supported accommodation and I’m now living independently.”

Steve still has some challenges in everyday life, such as navigating the benefits system. However, he has gained confidence to seek the help he needs. Painting gives him more control over his thoughts and he values being in a safe and supportive environment. Since attending the studio, Steve has gone from living in a hostel to living independently, has learned new expressive skills and has gained confidence through socialising.

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Andrew, studio member transitioning into education, male, age 32.

“Before attending Chilli Studios, I was in a very dark place. I was very nervous. Some people can tell I have a mental illness now, but back then, it was quite obvious.

Starting at Chilli Studios marked the beginning of my recovery. I had found the right medication but the studio was part of that process. Everyone was welcoming. It was the first time I felt like part of a group, instead of being like a wallflower. It was a creative and supportive environment that accepted me ‘warts and all’. I did ceramics, screen printing and woodwork and, with Bob’s help, got the opportunity to volunteer at Northern Print [a local gallery and printmaking studio].

Everyone’s friendly, you always get a nice welcome and I’ve enjoyed every day I was there. These things helped massively with my wellbeing. I’ve become proud of myself – respectable – which gave me the confidence to get my flat. I’m pretty much independent now; I live in a nice area and I’m at a point in my life where I’m happy and grateful every day.

Chilli Studios has been a massive help. That’s not me exaggerating; that’s a fact. I’m starting an apprenticeship in carpentry and joinery in September I sometimes feel like I’ve recovered and am living a normal life.”

Andrew is increasingly ingrained in the wider artistic community and has plans to become involved in the Chilli Seed project. He feels comfortable and confident in raising ideas and making suggestions around the running of the studio, although his transition into community activities and education means he attends less often than he used to, which is a mark of success in itself.

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Heather, 37, knows about Chilli Studios and would join if she didn’t have a day-job.

I’ve suffered with anxiety plus long term depression with occasional self-harm and suicidal thoughts, on and off, since childhood. I hold down a job, so I suppose I’m a ‘high-functioning’ person with poor mental health.

I started a mixed ability pottery course a couple of years ago, and despite the course being cancelled by the local authority I still have friends who pot, and can get clay, so we’re making it work as best we can. I used to sing and would like to start again. I’m currently prioritising exercise, which gets my mood up quickly and is scheduled for me.

Being creative definitely helps my sense of wellbeing. I feel like I’m actually making a difference in the world - something exists which didn’t before, because I made it. Pottery in particular is good because the material you work with is malleable and changeable - you can bend the clay this way and that, and once it hardens a little you can use the tools to work it further, revealing the shape. It almost feels like you’re not completely in control - yes, you are making this thing, but at the same time you’re revealing a form which lies hidden in the clay already - independent of you.

And if ultimately it’s not what you want, you can smash it up and start again - there is an inbuilt permission to make mistakes which is so valuable to someone with anxiety.

What would attract me to Chilli Studios? Being in a supportive environment, potentially learning new skills (silk screen printing has always fascinated me...and batik - the smell of the wax - heaven).

Pottery has a demonstrable positive effect on my anxiety and this may also work for others. I think some element of prescribing arts therapy alongside medication / CBT would be helpful for people in a similar situation to me.

There’s a reason why a lot of the old mental hospitals had art rooms.

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Studio Manager’s response Studio members’ concerns were discussed with the Studio Manager (Bob Malpiedi).

These were: Bob’s presence on studio floor; the studio getting busier; communication of both events and ground rules to members; concerns over becoming reliant on the studio if its financial sustainability is jeopardised; and resolution of disputes between members (especially those occurring outside the studio). These were addressed from the studio’s perspective as well as potential changes to consider. Bob went on to describe further issues not raised by members.

Studio Manager’s presence on studio floor. For many studio members, Bob has been a constant presence on the studio floor. He has developed a high level of trust and knowledge of the broader membership over the years. Staffing changes have meant that the Arts Coordinator (Jo) now has more of a ‘floor manager’ role, which has been a difficult transition for some members who had formed an association with Bob in this role. However, Jo has managed this bridging role with exceptional skill and sensitivity, and has greatly increased the studio’s creative offer at the same time. The main reason Bob spends more time in the office to develop sustainability, which is a key concern of many members. This has allowed additional time to invest into staff management, network building, partnership development and report writing. Bob also described how he had withdrawn from members’ meetings to allow members to develop trust with Jo’s role. Following this evaluation’s findings, he now understands that members continue to value his presence and will aim to attend every meeting to improve communication regarding areas such as events and ground rules. The Studio Manager and Charity Officer’s office retains an open door policy to all members, except when confidential discussions are taking place. One positive outcome of the staff restructure is that the User Involvement Officer and Arts Coordinator are available at all times.

Concerns over becoming reliant on the studio in uncertain times. This emphasises the importance of the studio and connects with recent increased efforts towards sustainability. It also highlights individual members’ anxieties about wider political issues. Involving members in the more administrative side of the studio (described above) is one way to develop skills that transfer beyond the studio, making those members feel more secure and less reliant. As a broad low-lying concern, efforts are ongoing to find more connections with the wider community to both strengthen the studio’s position and to ease reliance by potentially facilitating transition away from the studio. The relationship with ReCoCo is one of the many ways the studio tries to fulfil this need.

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Studio getting busier. There are concerns from studio users about an increased influx of new members, particularly from Newcastle’s Crisis Skylight centre. New members bring with them complex situations and those from Crisis Skylight tend to be viewed by longer-term members as a collective group, which can exacerbate tensions between members. Bob identifies that older members feel a sense of ownership over the studio, which is positive, but this is disrupted by newcomers. These situations are complex and often only become apparent when there is a grievance. It may be possible to address such concerns through more group activities, shared bonding experiences, buddy-systems or more forum-like activity. Bob will raise with members how they wish to develop the interpersonal nature of the space to newcomers during member meetings.

Communication of events, studio agenda and ground rules. The studio’s agenda has evolved organically; outcomes are tailored to members’ needs and this bespoke approach can confuse some people with autistic symptoms. The prime objective remains: to ‘creatively improve health’ and this is kept deliberately oblique so as to be non-prescriptive. This flexibility is considered to be a strongly positive attribute of the studio and staff explain organisation/ structure when the need arises. Ground rules are communicated at application and are maintained through natural governance. However, there could be more consistency with the induction process, which is designed around individual needs. Communicating everyday information is an ongoing challenge. A lot is done well, but there is a clear need for more admin support. To this end, Chilli Studios has appointed a new Charity Officer (administrative). In addition to this, the studio is now training a member in data entry and answering phones. This is proving to be very successful and further roles are being developed for members who want to have more involvement in running the studio.

Resolution of disputes between members (especially those occurring outside the studio). On the rare occasions when disputes between members occur, Bob expressed that each case is treated independently, listened to in a fair and transparent fashion and with policies correctly followed. When required, policies are to support learning. If any decision is seen as insufficient by a member, the Chairman will be brought in to support resolution. Thankfully this has never occurred and most disputes last a short time and just need an empathic approach. Bob cited a difficult situation when two members had had a disagreement outside of the studio space. He arranged meetings with both members independently, which included their care and support teams and reached a resolution that is now working well.

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Lynne

User Involvement Officer / Sessional Artist

Jo

Arts Coordinator / Arts Worker

Staff perspectives

Jo believes that the present socioeconomic climate is forcing Chilli Studios to work beyond its remit, but also that the studio’s unique set-up enables it to do this. The same political context has led to an increase in membership and consequently increased tensions between individual members. This is inevitable to some extent, but may be better managed through staff training (a training session was held in May 2017). In general, the staff are key to the studios’ success.

Initially a studio member, Lynne became a volunteer and is now a staff member as well as an NHS peer support worker. The studio was significant in helping Lynn transition back to working life. There were tensions with some members when she became a staff member, underlining the importance of the unique staff/member relationship and the need to continually dissolve barriers, whilst maintaining safeguarding and other statutory regulations.

It would be useful to have more one-to-one support due to the recent increase in members . The organisational structure could be developed and, on a practical level, a tablet (for sign-in) would help with metrics and tracking.

Much of Lynn’s job involves counselling and signposting members. Her peer status is critical in this. Benefit sanctions and work programmes in particular have had a large impact on members’ issues and consequently the type of support Lynne needs to provide. She would benefit greatly from more training or networking with the services available. She also offers guidance around volunteering opportunities, e.g. arranging for a member to volunteer at Byker Farm. There is a sense that Chilli Studios has taken on some responsibilities around wellness that should be provided by the government. Lynne doesn’t mind, but needs proper support and would benefit from having more information available in order that she can signpost others. Covering services that have been reduced elsewhere is a new element to Chilli Studios’ offer, which is recognised and addressed. To that end, the studio evolves in response to wider societal developments.

Sessional artists regularly go above and beyond their remits and there is some concern around overworking. This should be taken into consideration, with scope for increased reflective practice sessions for staff and signposted support. Conversely, the ability to provide more individualised support for members would be welcomed. This could be achieved through being as well networked as possible. Jo can facilitate collabrations with external organisations, but there is a need for better understanding of MH issues in general.

Jo has initiated and is strongly encouraging a ‘skills share’ initiative, in which members celebrate their work and practices with others. This has been a major success and Jo would like to encourage more. Overall, there is a need for more staff and more knowledge, so that members can be signposted and supported with issues outside of the studio, e.g. navigating care services, benefits, accessing food banks, etc.

“It’s one of the best places I’ve worked; the ethos, community feel, transparency, it being for a real reason, supporting needs and using art as a liberation tool”

A support network exists; the Recovery College requested Lynne to work with them and, in that role, she signposts between Chilli Studios and the college. The Studio Manager is working at a more business-level with such agencies to cultivate and make the best use of these services in the northeast.

Lynne identifies the biggest challenges to the studio as budget and materials. It was suggested that a specific budget for sessional artists, who could manage this according to need, using contextual week-by-week knowledge would be beneficial and empowering. In general however, Lynne loves her job and feels well supported by the studio.

“…give back to an organisation that helped me, that kind of saved me” 33

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Stakeholder perspectives Chilli Studios operates within a cultural, social and political context, and shares territory with other groups. It is well recognised that strength is gained from partnership working and that collaboration is a positive way to make best use of limited resources, enabling better outcomes for all. Other organisations and stakeholders can offer valuable insights into the issues faces by Chilli Studios and for service users in general.

Rachael Jones - North Tyneside Art Studio (NTAS) Outreach Officer

[Anonymous] - NHS Mental Health referrer Regards Chilli Studios as a ‘follow on’ opportunity from more formal treatment services, creating a path towards independence.

NTAS and Chilli share a lot of info, which is beneficial to both parties as they are fairly similar but also have different strengths and weaknesses.

The Government pays lip service to creative interventions for MH, but simply does not fund these iniatives.

There is a huge benefit to having peers in relation to experiences of funding, barriers and the day-to-day running of the studios.

Believes that Chilli Studios: “has two roles; a MH support service and a fundraising organisation - it should not have to rely on charity”.

“We know we can pick up the phone anytime” - shared paperwork and guidance on funding applications.

NHS keeps the studio at arm’s length, making it rely on charitable handouts, but validate it by referring patients.

Inspired by Chilli Studios, NTAS hopes to start a skill share project, a collaborative progression project and potentially a combined evaluation.

Some challenges are culturally located, which may explain the lower BAME representation at the studio.

Rachel Pittam - Crisis Skylight Progression Officer

Chilli Studios

Crisis offers an art qualification which is quite structured - but some people prefer to work within a looser framework.

Chilli Studios provides a link for people moving on from the Crisis - progression towards greater independence.

Art is very much seen as a key to increasing wellbeing through various mechanisms including; mindfulness, socialisation, stability, routine and distraction.

Crisis speaks to individuals one-to-one to assess their artistic and wellbeing needs before referring.

People initially referred to Crisis often have a very ‘homeless vibe’. Art helps them step away from that.

Neil Shashoua - Business Development Manager, Blue Stone Consortium Recently attended a Chilli Studios open evening and now fully appreciates the importance of arts to health. Views Chilli Studios as dynamic and interesting, and is glad they are involved [with Blue Stone].

Launguage around arts for health is different and this separates if from more statutory services - a gap which should be addressed.

Interested in Chilli Seed and sees this as instrumental in people gaining independence and also professionalising the arts.

Understands the lack of evidence around arts and health and believes evidence can be generated from the ‘process’, as much as from outcomes.

To do this, a bespoke approach to evidence gathering is required - the Studio Manager’s involvement with Blue Stone is therefore crucial.

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Sue Walker - Head of North East St. Vincent de Paul (Building Owner) Acknowledges Chilli’s great reputation and is glad to be associated with this. SVP refers some hostel tenants, but is also seeking to increase collaboration.

Kathleen Boodhai - Tyne and Wear Archives and Museums Outreach Officer (TWAM)

Would like better communication from studio manager about initiatives - partly for checks and balances but also because they could work together to refine ideas and “Take some time to draw breath”.

Engaged in a collaborative project exploring local MH archives with Chilli Studio members. Shifted perspectives on MH politically and organisationally.

In general, feels that MH is not properly addressed by government and that the key is more collaborative working between services. Service users need to feel part of something, be listened to, correctly signposted and have a choice in which services they use. Chilli Studios reflects this ethos.

Believes such collaborations and heritage engagement in general benefit MH service users by helping them think about their own experiences.

Possible need for an evacuation chute. Also, ensure they are using the most sustainable suppliers.

Perhaps consider first impressions for more vulnerable new members entering the studio for the first time.

Interpersonal connections are made through art and research, increasing empathy and reflective skills.

The project helped TWAM think more critically about community, power relations and ‘the institution’.

Safeguarding had to be carefully considered.

Ideally, Chilli could approach TWAM any time; there would be no barriers and communities could understand their histories and themselves more easily.

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An ‘at a glance’ look at the keywords used in participant interviews. Negative terms have been left in, although many of these refer to challenging circumstances outside the studio.

Despite not being a critical evaluation tool, this indicates the general tenor of the feedback.

This word cloud indicates that the social aspect is valued highly by members; their interactions with both staff and other members. The content of the interviews showed that these interactions were positive.

Increasing wellbeing Increasing studio members’ wellbeing is one of Chilli Studios’ core aims. Defining and measuring wellbeing is notoriously difficult, as wellbeing means different things to different people. One popular scale for measuring subjective wellbeing is the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS), which takes an average from various factors, including ‘I feel: optimistic, relaxed, useful, interested, resilient, sociable, etc.’ Although highly subjective, these measures account for a range of wellbeing dimensions. Acknowledging therefore that numeric data is limited in what it proves, the studio does collect and monitor wellbeing scores to identify overall increases or decreases in general wellbeing.

The bespoke EPDA (Engagement, Participation, Development, Achievement) model is also used to monitor aspects such as social inclusion and relating (E), involvement and coping (P), promotion and wellbeing (D), creative output and potential (A). This is deployed every six months to further assess the qualitative aspects of member’ wellbeing.

Between 2015-2016...

N.b. We removed conjoining and irrelevant words, as well as any identifiable information (first names etc.) from this word cloud, which was generated using Nvivo 11 software.

5664 separate

attendances, by 169 active members.

12 events

11

member-led skill share sessions

9

exhibitions

7

cultural visits

From 2016-2017...

92% of members

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reported the studio having a positive affect on wellbeing

13% average increase in

Member’s WEMWBS wellbeing score

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Other factors...

Chilli Seed About half of studio members asked were aware of the project and had a vague idea of what it is - “like a sort of cooperative?” - but it has not yet been pushed, due to capacity and funding opportunities. This avoids unfair expectation and disappointment.

If the concept can be proven, it is believed that the interest is there.

Create to Change Is a Big Lottery-funded programme of large and small studio activities and initiatives.

Together, these have contributed greatly to the life of the studio, its ethos and prospects for sustainability.

Tyneside Recovery College Collective (ReCoCo) Is a collaborative project focusing on community and peer support. Chilli Studios has had a long association with the Recovery College and is now actively involved in this network.

Big Lottery Chilli Studios is applying for a third tranche of Big Lottery funding. Having increased its focus on providing the right combination of creativity-directed activity, support and signposting, the organisation has begun to achieve real independence for its members and is working towards true sustainability. The business models, recovery models and pro-active networking are all testament to this direction of travel.

Chilli Bizarre There were significant differences in opinions among studio members in regard to its aims. Cafe or art gallery? Some feel that the balance is not quite right, whilst others understand that its primary function as a cafe attracts more customers. By extension, it is felt by the evaluators that this would bring more public interest to the artistic outputs in general. If the art on sale could be signposted more, that may satisfy some of the tensions.

Blue Stone Consortium Chilli Studios is a member of Blue Stone Consortium (Linked to the Well Newcastle Gateshead initiative), a charitable company that enables public and third sector organisations to work together to improve health, social and economic and environmental wellbeing for those most in need. The consortium promotes collaborative working to break down organisational barriers, which is particularly important to Chilli Studios in its ambitions to help members navigate various governmental systems and to also work with like-minded organisations.

The EPDA Model The EPDA model, outlined in the previous evaluation (Armstrong, 2014), continues to work well. Implementing the ‘achieve’ element has been particularly successful, giving rise to Chilli Seed and Chilli Bizarre.

Music Room The studio contains a music room, which is well-used by a minority of members. It is felt generally that there is not enough integration between musicians and visual artists.

Issues arose around room bookings, so a system was introduced.

North East Art Studios Partnership (NEASP) (NEASP) is an important group to be involved with, primarily through knowledge exchange, e.g. through putting WEMWBS to good use, sharing best practice and potentially resources. There has been some collaborative work done (e.g. the ‘Lifelines’ project), but the question remains open: is this relationship being put to best use for all studios? Are we utilising it to the maximum effect?

Traffic Light System A new approach, introduced during this evaluation, to unobtrusively monitor issues around individual members. Green is the default, with amber and red indicating various stages of the intervention required, based around a set of possible actions, which include contacting care and support packages, crisis teams, safeguarding alert and signposting. Traffic light systems are well established and used successfully in a range of organisations.

All members appreciate the opportunity to sell their own work and those that do, or who intend to, are increasing.

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Discussion

The key issue that emerged from combining the member feedback with the studio manager’s response and staff comments is balance. The studio is unique among similar services in terms of its hands-off, non-prescriptive approach, balanced with the support it also provides. Members greatly value their freedom to participate, or not, according to their needs at any given time.

They also appreciate the relative parity with staff, who are very much perceived as ‘peers’ – this minimises any sense of authoritarianism, which may be an issue for some studio members. That said, a minimal framework and ground rules must be maintained to keep workshops running on time, to make clear what members can do if they encounter a problem, to uphold standards of mutual respect and behaviour, and to offer a broad range of support. These needs, when balanced against the ethos of transparency and flexibility can sometimes represent a fragile equilibrium that needs careful monitoring. This balance was found to be the key component to many of the issues, positive and negative, raised in this evaluation. For example, the close working relationships and trust with staff is highly positive to the ethos of the studio – but it also means that changes on the studio floor must be handled with care and sensitivity.

On the rare occasions when a dispute arises or a member has a particular grievance that requires staff intervention, this can draw attention to those areas where the balance is not quite right and might need adjusting. In this sense, a self-governing and self-correcting system has been achieved, which is commendable. This has taken time to develop, but the positive feedback from members reflects this – and it is clearly one of the most valuable and unique assets of Chilli Studios.

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Reflecting and sustaining this ethos, member meetings are free to attend by all studio members and staff, and provide a forum for new ideas as well as a means for more formal debate around studio issues. These meetings provide an opportunity for problem solving as well as for driving the studio’s agenda forward. Minutes are circulated to all staff, who in turn aim to reflect new knowledge and ideas in their everyday practice. Anything that requires consideration at a policy level is escalated and addressed. The business side of things is handled by the studio manager, who has extensive knowledge of both the local mental health and cultural landscapes. This configuration reinforces the concept that members are the determinants of everyday studio activity and that staff are employed for their expertise and to maintain and improve the studio project overall. This shared understanding supports ideas around self-empowerment, democratic practice and ultimately, along with the creative activities, deep-rooted pathways towards recovery.

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Recommendations and potential implementations These recommendations are based on studio members’ feedback and the studio manager’s, staff and focus group responses to this. We feel this was a rigorous way of iteratively developing and exploring the key themes. There are no significant negative issues in the studio’s operation – the challenges faced are largely a consequence of external influences and changes in the health and social care landscape – although continued financial support is still required to achieve the goal of full sustainability.

GOING WELL AND ARE TO BE PRESERVED/MAINTAINED...

There was an abundance of praise for the studio and its value to members is clear. In particular:

Staff/member relationship is excellent, but this balance needs careful and ongoing nurturing, especially given the recent increase in membership.

Networking activity cements Chill Studios’ unique role in the wider mental health community and opens up pathways for members to transition into the community.

Continue to emphasise the ‘safe space’ concept, whilst also encouraging independence.

MIGHT BE IMPLEMENTED DUE TO FEEDBACK...

Communication of events and studio workings with members is currently good, but could be developed and must be balanced against being over-prescriptive. Different approaches might be tested, perhaps with ‘listening events’ to establish the best possible/most effective system.

Gain more information about wider services and signposting to these - seek training if available or consultation if possible.

Studio Manager to attend monthly members’ meetings to emphasise that he is still very much involved. Could be achieved by delegating some administrative work.

Further resources could be placed into tracking members’ wellbeing to generate different forms of evidence. Also, maintaining this data to gain a better understanding of what works for whom under changing circumstances. The new administrative role could be tasked with much of this activity. Use this data to refine knowledge around members’ needs. An electronic sign-in has been suggested (DOB + surname initial), with a simple sign-out that captures wellbeing data. Discussions are ongoing with Newcastle University Business School about developing a bespoke app.

Member’s induction is considered to be sensible, tailored to individuals and well thought through. Some attention to providing a consistent experience to all members would ensure that everyone has the same understanding of studio ground rules and procedures. This could be done in one of the regular staff training events.

THINGS TO ADDRESS...

Negative feedback was minimal and mainly around clarifying information (discussed above). The two notice boards could do with less ‘noise’ (this was actually addressed during the evaluation). It is suggested that one could be used for critical weekly items; the other for more ‘for interest’ or longer-term items.

Chilli Bizarre. The balance between coffee shop and gallery/art shop is not yet ideal for members. The current business model (focused on being a cafe) is the most sustainable, but opportunities for sales and exhibition should be maximised. An online gallery has been suggested to augment the artwork currently dispayed in the cafe.

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Studio’s Managers conclusions

Through the vehicle of creativity, equality can exist and happiness can thrive. This evaluation reflects the esteem members, volunteers, staff and stakeholders hold the service in. Furthermore, it contextualizes the need and supports our learning.

Evaluator’s conclusions This evaluation was fascinating to carry out. Gaining a wide range of viewpoints painted a picture of where Chilli Studios sits and how it is perceived within northeast MH services. While some findings were predictable (the studio needs more funding and more administrative resource), we were overwhelmed by the amount of love there is toward the studio and at the levels of understanding of all stakeholders – particularly studio members – of the difficult circumstances faced. Of course, there are challenges ahead, but its character and the unique niche Chilli Studios has carved for itself places it in a strong position to ensure its future sustainability.

It exemplifies how people from diverse communities come together and support each other in striving towards a common purpose. Disagreements are natural in a fully inclusive space, but these are infrequent and are quickly resolved due to our shared underlying values. Lessons are learned and ignorance challenged. This evaluation brings some of these challenges forward and helps us to reflect on how to improve all practices; equally it shows the love, respect and hope that exists throughout its community.

One key theme of the evaluation is to provide early action and reduce need over time, this has led to discussions about how to achieve this as a unit, improving communication and developing procedures that work with and for individuals.

“The studio offers a model for other places in the country and planting seeds for uniqueness and helps people to grow and change, to compliment mainstream provision’ – [with the Studio Manager] leading so brilliantly to lead the vision” - Studio volunteer

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Appendix CHILLI STUDIOS PROGRAMME

MONDAY

WEDNESDAY

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TUESDAY

THURSDAY