Don’t Give Up on Life – Crisis Aid on Warsaw’s Bridges

Social and cultural factors

The project was developed in response to a societal demand – the increase in suicide crises, including tragic events among young people. The project was firmly rooted in the growing public awareness of mental health. The project’s author emphasised that his generation is more open to talking about mental health problems and treats the topic with less stigma than previous generations.

The placards with the helpline number had not only an interventionist function, but also a symbolic one – they gave a sense that the topic of mental health exists in the collective consciousness and that help is available. The placards with the slogan “Don’t give up on life” referred to values related to the protection of life and social solidarity. In Polish society, the topic of suicide crises is often treated as taboo, so the project was also part of breaking down cultural barriers and promoting openness to seeking help.

Social support was also evident at the stage of voting in the civic budget – it was the residents who decided on the implementation of the project, which increased its social resonance and acceptance. The involvement of citizens in voting in the participatory budget was a contributing factor, as the project had broad public support. In addition, the cooperation with residents made it possible to report damaged plaques more quickly.

Different opinions of residents regarding the form of the message on the plaques were confronted, which caused controversy in some circles. At the same time, the project increased the recognition of the Warsaw Crisis Intervention Centre and the crisis number itself.

Legal and administrative factors

The project was submitted and implemented as part of the civic budget. It is a very friendly and accessible and straightforward way of implementing such initiatives, as it eliminates the need for additional resolutions, the creation of new “budget baskets” and complicated administrative procedures.

One of the main challenges was the existing budget divisions in the city – new expenditures would require separate resolutions and the involvement of multiple institutions, which often generates conflicts and delays. The civic budget made it possible to bypass these barriers.

During implementation, city institutions played an important role, including the Management of City Roads, the Office of Assistance and Social Projects, the City Marketing Office and the Warsaw Crisis Intervention Centre, the conservator of monuments (to obtain permission to place plaques on the historic Poniatowski Bridge). They ensured that the project complied with regulations and that they were responsible for the subsequent maintenance of the infrastructure. Each of these institutions had to agree to the installation of the plaques, which lengthened the process. The biggest barrier was ownership and legal issues – different bridge owners (city, state) required separate approvals.

Economic factors

The project was low-cost on a city scale (a comparatively modest amount) and was therefore accepted relatively quickly.

There were barriers related to the sustainability of the funding – the placards themselves are part of the city’s infrastructure, but their effectiveness depends on the funding of the helplines by other public institutions and organisations. There was a risk that funding to operate the helplines might be reduced in the future. Limited funding required rational planning. The lack of an assured budget for the future maintenance of the placards was a challenge.

Organisational and procedural factors

The project followed a specific civic budget cycle – starting with the submission of ideas in the autumn, followed by months of vetting and voting in June, and finally implementation the following year. This schedule was both a facilitation (a structured process) and a challenge (risk of delays, need to adapt to the municipal calendar).

Various conflicts arising in the civic budget system were pointed out – residents often chose infrastructure projects such as pavements or lamp posts, considering them more important than community initiatives. This could be a barrier to getting enough votes.

Supporting people in mental crisis – by placing ‘don’t give up on life’ placards on Warsaw’s bridges, together with the telephone number of a support institution, the aim is to help people struggling with emotional crises.

Prevention of self-destructive behaviour – the slogan on the placard carries a motivational message and a reminder of the forms of support available. Such a plaque has primarily a preventive function and is intended to help reduce the risk of self-destructive behaviour.

Raising awareness of available forms of support – the project aims to inform people about institutions and support lines, such as telephone crisis lines, which offer psychological help.

Build a sense of safety and community – placing placards on bridges can reinforce a sense of caring in public spaces, as well as raise awareness among residents about the need for mutual support.

Promoting mental health – the project aims to draw attention to the issue of mental health. It aims to generate discussion about mental health and counteract the stigmatisation of people who need help by building openness and acceptance of the topic of mental health.

Increase the sense of safety for Warsaw residents – through signage on bridges, residents can feel that the city actively cares about their mental health, which reinforces the feeling that they live in a supportive community.

In the 10th edition of the City of Warsaw Civic Budget for 2024, residents selected the project ‘Crisis assistance on Warsaw bridges’, by Karol Bąkowski. The project involves the installation of ‘don’t give up on life’ placards on seven Warsaw bridges, aiming to counter suicide attempts by placing the number of a 24-hour support line for people in crisis on them. The aim of the project is to effectively counteract mental crises and help people in difficult moments in their lives. The project aims to draw attention to the mental health of the people of Warsaw and to increase an individual’s sense of security through information on where to get help.

The grassroots initiative found support among Warsaw residents, who selected the project for funding from the Civic Budget. It was also supported by city officials and authorities. On the initiative of the Mayor of Warsaw, a Team of Specialists was set up to develop ‘Recommendations for supporting people in life crises’, recommending that the project be extended to all bridges in Warsaw (84 placards). The placards include the telephone number 511 200 200 operated by specialists from the Warsaw Crisis Intervention Centre.

The implementation of the recommendations is taking place through the following activities:

• The launch of the city telephone 511 200 200 for adults in suicidal crisis. The phone operates around the clock and is manned by specialists of the Warsaw Crisis Intervention Centre – psychologists, therapists and social workers;
• Development and implementation of response and intervention schemes and planning for long-term assistance and support in life crises in the field of education and social assistance;
• Increase camera monitoring on bridges. Cameras currently cover 10 bridges;
• Increasing the number of police river patrols.

• Citizens, residents of districts

The social innovation of the project is the fact that it is a problem recognised by the inhabitants and implemented thanks to the cooperation with the city authorities, specialists working with people in crisis, representatives of the scientific community, suicidologists, employees of NGOs. The ‘Crisis Assistance on Warsaw Bridges’ project uses a range of innovative methods and social approaches to effectively counteract mental crises and prevent suicide attempts in public spaces. The implementation process in the project consisted of:

• Identification of social needs
• Increase in suicides on Warsaw bridges by 34%.
• Lack of visible assistance in high-risk areas.
• Establishment of an interdisciplinary team
• A team of specialists (researchers, suicidologists, NGOs) developed recommendations for support.
• Plaques with motivational slogans
• Slogan ‘don’t give up on life’ and support phone number on placards.
• Innovative use of urban space to promote mental health.
• Extension of the project’s reach
• Initially seven bridges, extended to all bridges in Warsaw (84 placards).
• Introduction of a 24-hour support line.
• A telephone number 511 200 200, manned by specialists and available 24/7, was established.
• Increased monitoring and patrols
• More cameras and police river patrols on bridges.
• Faster response from services in emergency situations.
• Increased public awareness
• Promotion of mental health and sense of security for residents.
• Evaluation of the effectiveness of placards, support lines, patrols and monitoring, will be monitored

The project aimed to increase the psychological safety of Warsaw residents by preventing suicide crises. The impulse for its creation was a tragic event – the suicide death of a student at a Warsaw school, which revealed the need for better coordination of services in crisis situations.

The Warsaw Crisis Intervention Centre (WOIK), together with the Office of Education and other city units, saw the need for a support system that would be easily accessible, visible and coherent, encompassing both contact channels (crisis telephone) and preventive measures (‘Don’t give up on life’ placards on bridges).

An additional motivation was to develop long-term recommendations for improving the availability of psychological services and to develop crisis response schemes in schools, social welfare and municipal services.

The idea for the project was born in 2023 by the author, who had previously worked with local government organisations and social movements dealing with mental health issues. He was motivated by the need to address mental health crises and inspire people to seek help. The author emphasised that his generation was talking more openly about mental health and he wanted the project to be part of this cultural shift.

Methods of stakeholder involvement:

Grassroots – the project was submitted by a Warsaw resident as part of the civic budget, which is a form of grassroots community engagement. Residents voted on project proposals and the final implementation was the result of their decision.

Participation of residents – the author encouraged friends, acquaintances and the local community to vote, but admitted that he did not have much experience in promoting projects. Residents’ interest clearly increased only after the installation of the plaques, when the project became visible in the public space. Residents were involved in wider consultations on the Warsaw Mental Health Strategy. Residents’ opinions reported during educational activities and promotional campaigns were taken into account.

The author worked with local movements such as “The City is Ours” or party representatives (e.g. New Left) to gather knowledge and factual support. He also mentioned inspiration from contacts with activists and councillors involved in similar initiatives in the past.

Top-down nature: cooperation with public institutions – during the preparation and implementation phase, the project was consulted with office staff. Amongst other things, officials advised on the number and placement of placards (e.g. every 300m on bridges) and verified costs. The process was smooth and supportive rather than controlling. Local inspections were organised on 10 bridges in Warsaw with the participation of representatives of the Warsaw Bridge Intervention Centre, the City Roads Authority, the Transport Office and other units.

The location of the plaques, their appearance (e.g. colours adapted to the surroundings) and technical and legal issues related to their installation were discussed.

On the initiative of the Deputy Mayor of the City of Warsaw, a Team of Experts was formed. The team was made up of representatives of city units (Warsaw Crisis Intervention Centre, Education Office, Office for Assistance and Social Projects), emergency services (police, municipal police, ambulance service), schools, psychological-educational counselling centres, psychiatric hospitals and non-governmental organisations (‘Dajemy Dzieciom Siłę’ and others). The aim of the team was to develop recommendations and procedures for the prevention of suicide crises and support for people in crisis.

The project combined top-down and bottom-up methods:

The bottom-up character was evident in the citizens’ initiative and the support of the inhabitants through a participatory budget.

The top-down character was evident in the establishment of an inter-institutional team of experts and in the coordination of the project by the highest municipal authorities, which ensured the effective implementation of systemic measures.

Behavioural innovations

The project has had an impact on changing public attitudes towards mental health. The placards with helpline numbers can encourage people in crisis to reach out for help, as well as building awareness that mental health problems are common and should not be shamed.

The placards have spurred conversations about mental health in families and communities, breaking cultural taboos.

There has been an increase in civic reactivity: residents have started to report cases of damaged placards, seeing them as an important element of community safety.

Innovations in social practices

The project promoted new practices in public space, involving the use of urban infrastructure (bridges) to convey messages of support and information about help in mental crisis (placards have a preventive as well as an educational function).

There has been a building up of public awareness by linking crisis intervention to high-risk places (bridges), changing the perception of urban space as a place of support and not only of danger.

The plaques were a symbol of social solidarity – residents, by voting in the civic budget, decided themselves to implement a solution with a social and preventive dimension rather than a strictly infrastructural one.

In addition, conferences and activities such as the “Safe Warszawianka” were organised to promote community co-responsibility for the mental safety of residents.

Organisational innovations

The implementation of the project within the civic budget circumvented the standard administrative barriers. Had the project been top-down, it would have required new budget resolutions and the involvement of multiple institutions, which could have blocked it.

The city took over responsibility for the maintenance of the plaques as part of the urban infrastructure, which is an example of integrating a new type of task into existing management responsibilities (analogous to lanterns or other elements of permanent infrastructure).

A new form of cooperation between different actors was created in order to develop coherent recommendations: an inter-institutional team of experts (WOIK, Office of Education, municipal units, NGOs, police, municipal guards, psychiatric hospitals).

A new, previously unheard-of solution has been developed: a system has been set up whereby crisis interveners in emergency situations can be brought to the scene by the municipal police or the police.

Process innovation

The project was an example of effective use of the civic budget mechanism – the process of verification, consultation and implementation was relatively quick and efficient compared to other projects of this type.

The officials involved in the project worked in partnership with the author, e.g. helping to clarify the number and placement of placards, which was a positive process.

Suicide crisis workflows were developed for schools, social care and intervention services – ensuring uniform standards of operation.

A 24-hour crisis phone line (511 200 200) was introduced, whose service is integrated into the municipal intervention system.

Monitoring of bridges was used as part of a prevention system – the monitoring operators were sensitised to certain behaviours, enabling effective interventions (14 people rescued in six months).

Local inspections and technical consultations were carried out with various entities in order to optimise the placement of the placards.

The project was a simple, low-cost infrastructural intervention – it consisted of the physical installation of placards with the telephone number of a crisis service provider.

As a technology-related element, one can point to the way the project was selected in the civic budget, which was done online. This allowed a wide participation of the community in the decision to implement the project.

In addition, several technological elements can be identified that supported the implementation of the project and increased its efficiency:

1. City monitoring system (surveillance technology)

Reinforcement of the existing network of surveillance cameras on Warsaw bridges – especially on sections considered to be high-risk locations.

Surveillance operators have been trained to recognise behaviours that may be indicative of a suicide crisis, enabling them to react more quickly and notify the relevant services.

The monitoring has enabled effective interventions – 14 potential tragedies have been prevented in the first six months since the implementation of increased bridge surveillance.

2. 24-hour emergency telephone number (communication technology)

A dedicated crisis phone number 511 200 200 has been set up and is available 24/7.

Calls are answered by specialised WOIK staff who can provide psychological intervention and redirect the person in crisis to the appropriate services.

The implementation of this technology was key to the effectiveness of the prevention placards – the phone number provided allowed immediate contact for help.

3. Localisation and data visualisation in urban space (technology to support planning)

Local visions supported by photographic documentation and mapping of the bridges allowed for optimal placement of the plaques so that they were as visible and accessible as possible.

Consideration was given to the bridges’ structural differences, colours and conservation requirements, which required the use of tools to support spatial analysis.

Impact of technology on project performance and sustainability:

Faster emergency response: The combination of video surveillance and hotline allows for instant identification of threats and coordination of services.

Increased effectiveness of interventions: Technology has made it possible to save many lives in life-threatening situations.

Long-term sustainability of the project: Enhanced video surveillance and telephone line maintenance are sustainable elements of the city’s mental health security system.

Scalability: Technology solutions can be transferred to other cities with relative ease (with local coordination of services).

Residents submitted ideas for improvements in the comments under the article about the project. Suggestions included placing a QR code on the placards that, when scanned, would immediately make a call, significantly reducing response times.

A key outcome of the project ‘Crisis support on Warsaw bridges’ is the way in which many actors (citizens who noticed the problem, city authorities, professionals, academics, NGO representatives, law enforcement) collaborate and engage. The social innovation is the combination of psychological support, thoughtful use of public space and interdisciplinary cooperation, which together create effective support for people in crisis and change the perception of mental health problems in the community. The project increases residents’ sense of safety by caring for a citizen in crisis.

The project was widely publicised in local and national media, which translated into its visibility and increased public awareness. The project itself has stimulated conversations about mental health in society. The placards, through the presence of crisis phone numbers and the slogan “Don’t give up on life”, increase the sense of security for people potentially in crisis. It is difficult to measure the effect in numbers, but public signals indicated a positive reception. The placards are seen as evidence of concern for residents, which reinforces the feeling that the city authorities are responding to real social problems. The project has also become an example of good practice, transferable to other cities in Poland. The idea of placing similar placards on bridges in other cities (Gdańsk and Starogard Gdański) was promoted by representatives of the Democracy Centre. Thus the project in question became an inspiration for other cities, and the problem to which it responded became a more widely discussed social issue.

By strengthening the monitoring of bridges and training operators to recognise behaviour that could indicate a suicide crisis, 14 successful interventions were carried out in the first six months, saving the lives of people in crisis. The CCTV and placards enabled the services to respond more quickly, making the project a real improvement in public safety at high-risk locations.

The 24/7 telephone number, manned by the specialists of the Warsaw Crisis Intervention Centre, has become a key tool for providing assistance. The Warsaw Crisis Intervention Centre has recorded cases where people who used the telephone number later confirmed that the call had saved their lives. After the number plates were hung up, an increase in the number of calls and psychological consultations was noted, indicating a greater awareness and willingness of residents to seek help. The recognition of the Warsaw Crisis Intervention Centre as an institution supporting residents in crisis situations has increased.

The project led to the creation of permanent channels of communication and cooperation between municipal units (Warsaw Crisis Intervention Centre, Education Office, City Roads Management, Social Assistance and Projects Office), emergency services, schools, psychiatric hospitals and NGOs. New procedures have been developed to support people in suicide crisis (schemes of conduct for schools, social assistance, services).

Warsaw residents perceive the placards as an element that builds a sense of security, which is confirmed by their reaction to acts of vandalism and their greater willingness to report the need for help. Feedback from people who have used the crisis hotline and later returned for additional support indicates an increase in trust in public institutions.

1. Community participation and involvement

Civic budget as an effective tool – the project has shown that the civic budget mechanism is an effective path to implement bottom-up initiatives. It avoids administrative barriers (e.g. the need to create new resolutions) and gives residents a sense of empowerment. It is worth involving the community in the design and implementation process, as grassroots support builds greater trust, better acceptance and sustainability of activities.

The need for active promotion of the project – simply submitting a project to the civic budget is not enough. Promotion among residents was limited, more information engagement could increase the number of votes and wider support.

2. Cooperation with the public administration

Partnership attitude of officials increases efficiency – cooperation with the office staff was extremely smooth. The officials advised on the cost and placement of the plaques, which sped up the process. This partnership model is worth applying to other projects.

Integrating the project into the city’s responsibilities – the city taking over responsibility for maintaining the plaques ensured the sustainability of the project. This is an example of how bottom-up initiatives can become an integral part of city policy.

Combining bottom-up and top-down initiatives increases the effectiveness of the project – the placards project originated from the citizens’ budget (bottom-up initiative) but was reinforced by city structures (top-down coordination).

The effectiveness of the project depends on the creation of stable channels of cooperation between different units – municipal, emergency services, schools, NGOs and medical facilities. It is necessary to clearly define the roles and responsibilities of each partner and to create a space for regular meetings and information exchange. Joint planning (e.g. site visits) allows technical solutions to be better matched to actual conditions.

3. Methodology and implementation process

Projects of this type require the preparation of procedures for action (intervention schemes, standards of conduct for schools, services, social assistance).

A well-prepared technical and legal background (obtaining consents from infrastructure owners, meeting conservation requirements) is crucial for timely implementation.

Technology reinforces efficiency – video surveillance and a 24/7 crisis phone increase the effectiveness of prevention and intervention efforts.

Long implementation cycle requires patience – the civic budget has a defined annual cycle (submission of ideas in autumn, vetting, voting in June, implementation the following year). Projects must be planned in advance and take into account possible delays.

4. Conclusions on social impact

The symbolic value of the project is crucial – even low-cost initiatives can have a high social impact if they respond to an important issue and are highly visible in public spaces. The plaques have stimulated conversations about mental health in homes and communities.

Projects related to social problems must not lead to complacency. Systemic action on mental health should be continued, e.g. increasing funding for psychologists and psychiatrists.

Factors favouring the sustainability of the project:

Long-term funding (e.g. providing funds for the maintenance of the placards and telephone system) is essential for sustainability.

Building recognition of the coordinating institution increases public trust and the willingness of residents to use the aid.

Combining education and communication activities with visible elements in the public space strengthens the impact on public awareness.

The project can be implemented in other cities, but needs to be adapted locally, especially in terms of the crisis phone (local services, local support network).

The transfer of experience (e.g. through conferences, meetings with other local authorities) is an important part of scaling up good practice.

1. Formal and legal barriers

The various bridges in Warsaw have different legal status (city bridges, bridges on national roads, bridges under conservation protection), which required numerous approvals from different authorities.

The administrative process significantly prolonged the implementation of the project, as each entity had its own procedures and requirements.

2. Financial constraints

The civic budget provided funding for the implementation of the placards themselves, but did not take into account the costs of their subsequent maintenance and replacement (e.g. after acts of vandalism).

The lack of additional funding for the staff of the Warsaw Crisis Intervention Centre and other units involved meant that the activities were often carried out after hours, as part of their present duties, which increased the burden on the staff.

3. Methodological limitations

No formal evaluation of the project – there has been no systematic study of the impact of the placards and accompanying activities on residents’ sense of security or the number of suicide crises. Only indirect data are available (e.g. number of calls answered, people rescued, residents’ opinions).

Difficulty in measuring effects: there are no reliable tools to measure the real impact of the project on the number of suicide attempts or improvements in mental health. Statistics are small and can be misleading – e.g. a single case can significantly change the percentage outcome, and most mental health crises take place in homes where they are not visible in public spaces. There is a lack of systematic post-project evaluation.

Lack of direct participation of residents in the development of recommendations by professionals – the voice of citizens has been taken into account primarily through the citizens’ budget and consultations as part of broader urban strategies.

4. Organisational and operational constraints

The need to coordinate multiple entities (city, state, emergency services, conservation officer) was time consuming and required additional organisational resources.

The physical crossing of all bridges to select placard locations was logistically difficult and required the involvement of multiple entities.

The occurrence of vandalism required rapid remedial action, which placed a burden on the City Roads Authority and generated additional costs.

There was little promotion of the project, with public interest only clearly increasing after the installation of the plaques. Keeping residents informed of progress and allowing them to report problems (e.g. vandalism) strengthens their sense of ownership of the project.

5. Limited scalability without local resources

The crisis phone number is dedicated to Warsaw residents only; there is no possibility to extend it to other districts without creating local support structures.

In other cities, the project would require adaptation to the local network of services and institutions, which may be a barrier to rapid implementation.

The project responds to the need for mental health support, which is a key element of sustainable development seeking to ensure a high quality of life and wellbeing for residents.

The results of the project are already being put into practice by permanently integrating the plaques into the city’s infrastructure. Their maintenance is the responsibility of the city, which ensures the continuity of the solution. There is a possibility to expand the activities in the future (also in other locations and cities), but for the moment the project is in the maintenance and monitoring phase, with follow-up activities planned with sustainability in mind.

Residents also requested that analogous placards should appear at metro stations and train platforms.