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Draft
Communications and Engagement Strategy 2012 - 2013
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Greater Huddersfield CCG – communications and engagement strategy
Version Date Author Status Comment
0.1 19.04.12 DF and SL Draft First draft
0.2 20.04.12 and 04.05.12
DF Draft
0.3 09.05.12 SL and DF Draft
0.4 14.05.12 JB and JM Draft
0.5 15.05.12 DF and SL Draft Shared with GHCCG Patient and Public Engagement Operational Group on 16.05.12
0.6 16.05.12 DF Draft Incorporating comments from the GHCCG Patient and Public Engagement Operational Group
0.7 21.05.12 DF and SL Draft Incorporating comments from Kirklees Local Involvement Network
0.8 22.05.12 DF and SL Draft Incorporating comments from the Authorisation and OD Group
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Contents
1. Executive summary 4
2. The purpose of the strategy 4
3. Definitions of ‘communications’ and ‘engagement’
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4. The context for this strategy 5
5. Our principles for communications and engagement
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6. Our business objectives 8
7. Our communication and engagement objectives 9
8. Our key messages 12
9. Our stakeholders 12
10. Patient experience 13
11. Governance 13
12. Resources 14
13. Evaluation 14
Appendices
List of stakeholders Appendix one, 15
Stakeholder map
Stakeholder analysis
Appendix two, 17
Appendix three, 18
Preparation for authorisation - domain 2: engagement
Glossary of terms
Appendix four, 28
Appendix five, 29
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1. Executive Summary This strategy outlines how we, the Greater Huddersfield Clinical Commissioning Group (GHCCG) will engage and communicate with the various audiences and stakeholders with whom we have shared interests; both internal and external. It is based on our vision ‘that by being informed by our local population and clinicians, we will drive improvement of healthcare, services through leadership, innovation and excellence’. The communication and engagement principles underpinning this strategy are linked to our organisational values, which are:
Listening to health professionals, local people and those who support the CCG, in the commissioning of high quality healthcare in the most appropriate setting.
Learning from other CCGs, service providers, the local authority and the NHS Commissioning Board to inform a strategic long term vision for change.
Leading through enthusiasm and cohesiveness to reduce health inequalities in Greater Huddersfield.
Enabling local people and clinicians to transform and improve Greater Huddersfield’s health and healthcare.
It should be read in conjunction with other strategies including our Operating Plan and Patient Experience Strategy. The strategy is based on an analysis of our stakeholders, prioritises actions that take us through the period of establishment and provides the foundations for productive relationships in the future. It outlines our values, objectives and the key areas of communications and engagement that we need to focus on if we are to become a successful and sustainable organisation. Other key areas include the legislative, functional and local contexts which demand that we actively engage, work in partnership with and involve various stakeholders. This is with a particular focus on patients and the public. By effectively communicating our aims and objectives, and the work we are doing to achieve them, our credibility and ability to act will be strengthened. Through engaging our stakeholders in a meaningful, balanced and timely way, the services we commission will be more effective. 2. The purpose of the strategy
The purpose and scope of the strategy is to:
Ensure that the views of patients, carers, staff, stakeholders, partners and the wider community are fully represented in decisions about how services are proposed, planned and delivered as well as how they can be improved.
Support the implementation of our Operating Plan.
Develop the CCG and contribute towards the achievement of authorisation. (The specific authorisation requirements for Domain 2 – Engagement, are outlined in Appendix 4.)
Lay the foundations for a credible, effective organisation that achieves its strategic objectives and delivers on its vision and values.
This strategy will be implemented in line with other CCG strategies, such as engagement of member practices, equality and diversity and PALS/Complaints. The overarching responsibility
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for approval, delivery and monitoring of this strategy rests with the GHCCG Governing Body. The delivery of the strategy will be outlined in an action plan. Throughout this document the term ‘stakeholder’ has been used to mean any person or organisation whose interests are affected by, or can affect, our work to secure effective quality healthcare for the population of Greater Huddersfield. The term ‘partner’ refers to those we have professional relationships and alliances with through collaboration and joint working. A glossary of common terms used within this document can be found in Appendix 5. 3. Definitions of ‘communications’ and ‘engagement’ 3.1 Communications Effective communication is a two way process. Although it includes the simple dissemination of information, more often it will be a conversation. It is based on an understanding of our stakeholders: all those individuals and groups whose beliefs, views and interests overlap with ours. It includes internal and external audiences and will offer opportunities to listen, discuss and shape the work we are doing to improve healthcare for the people of Greater Huddersfield. 3.2 Patient and public engagement Patient and public engagement/involvement can be defined as the active participation of patients, including children and young people, carers, community representatives and the wider public in the development of health services and as partners in their own health care. It gives local people a say in how services are planned, commissioned, delivered and reviewed. It is important to recognise who to involve through our engagement activity and we will need to ensure that we provide opportunities for both individual and collective engagement. In broad terms, our strategy will take account of three ‘sets’ of people:
Those who have direct experience of services (patients, carers)
Those who represent communities (community being defined by the common factor that brought people together e.g. shared geography, shared characteristics or issues).
Members of the wider public 4. The context for this strategy 4.1 Legislation 4.1.1 Health and Social Care Act 2012
The White Paper, ‘Equity and excellence: Liberating the NHS’, and the subsequent Health and Social Care Act 2012, set out the Government's long-term plans for the future of the NHS. It is built on the key principles of the NHS - a comprehensive service, available to all, free at the point of use, based on need, not ability to pay. It sets out how the National Health Service (NHS) will:
put patients at the heart of everything it does
focus on improving those things that really matter to patients
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empower and liberate clinicians to innovate, with the freedom to focus on improving healthcare services.
It makes provision for CCGs to establish appropriate collaborative arrangements with other CCGs, local authorities and other partners, and it also places a specific duty on CCGs to ensure that health services are provided in a way which promotes the NHS Constitution – and to promote awareness of the NHS Constitution. Specifically, CCGs must involve and consult patients and the public:
in their planning of commissioning arrangements
in the development and consideration of proposals for changes in the commissioning arrangements where the implementation of the proposals would have an impact on the manner in which the services are delivered to the individuals or the range of health services available to them, and
in decisions affecting the operation of the commissioning arrangements where the implementation of the decisions would (if made) have such an impact.
The Act also updates Section 244 of the consolidated NHS Act 2006 which requires NHS organisations to consult relevant Overview and Scrutiny Committees on any proposals for a substantial development of the health service in the area of the local authority, or a substantial variation in the provision of services. 4.1.2 The Equality Act 2010
Section 149 of the Equality Act 2010 states that a public authority must have due regard to the need to a) eliminate discrimination, harassment and victimisation, b) advance ‘Equality of Opportunity’, and c) foster good relations. It unifies and extends previous disparate equality legislation. Nine characteristics are protected by the Act, which are age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation.
4.1.3 The NHS Constitution The NHS Constitution came into force in January 2010 following the Health Act 2009. The constitution places a statutory duty on NHS bodies and explains a number of patient rights which are a legal entitlement protected by law. One of these rights is the right to be involved directly or through representatives:
in the planning of healthcare services
the development and consideration of proposals for changes in the way those services are provided, and
in the decisions to be made affecting the operation of those services.
Apart from the legislative requirements, we will also be outlining our commitment to engagement as part of our Constitution.
4.2 Our responsibilities As part of the structure of the reformed NHS, CCGs will be responsible for:
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building and protecting the reputation of the local NHS
building relationships with the media, stakeholders, staff, public, patient, carers and partners
NHS brand and identity,
marketing and campaign management
providing different ways in which patients, carers, stakeholders, staff and the public can share their views
crisis communications planning and preparedness
ensuring the provision of information for patients is appropriate and timely
responding to parliamentary questions and other statutory requests for information
ensuring patients and the public are involved in commissioning health services
ensuring consultation and engagement around service changes and developments are carried out and reported within the legal requirements.
criteria outlined in Domain 2 of the authorisation process.
4.3 Transforming health services Greater Huddersfield CCG recognises the importance of working collaboratively with other partners to achieve whole health economy service improvements. We are working with our partners across Calderdale and Huddersfield to transform health and social care services in the area. This is a key focus of work for the local health economy and aims to develop services that are integrated, effective and sustainable across acute, community and social care. It will require significant communications and engagement support, and will therefore be a major strand of our communications and engagement activity in the year ahead, also contributing to the delivery of the Calderdale and Huddersfield Health and Social Care Services Strategic Review.
4.4 Improved decision making
Engagement with our stakeholders is not only a legislative requirement. If we are to make good decisions, improve outcomes and secure excellent quality services, meaningful engagement and communication has to be integral to all we do. This means that engagement has to be an active part of the commissioning cycle. Engaging with local communities and using this knowledge to inform commissioning decisions will enable Greater Huddersfield CCG to offer services which are responsive and accountable. Sharing information and striving for effective two-way communication will increase understanding of local services and the confidence others have in using these. We also need to ensure that we are able to evidence how the views and opinions of local people have informed and influenced our decision making. 5. Our principles for communication and engagement This strategy is underpinned by the following guiding principles for communication and engagement. We will:
give clear, accurate and consistent messages, linked to our vision and values
be open, honest and accountable
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ensure that our communications and engagement activities are accessible to all: inclusive and supportive
provide high quality yet cost effective information – maximising our resources
promote and maintain effective two-way communication and engagement
ensure planned, timely and targeted communication and engagement, being proactive in our approach
enable a range of opportunities for people to engage with us and inform our decisions
work in partnership with other stakeholders including agencies, patients, patient representatives and carers
work alongside service providers to ensure that they too engage with service users and the wider community
ensure our members are aware that communication and engagement is everyone’s responsibility and that such skills are shared and developed
use plain language appropriate for all audiences encourage member practices to adopt these principles, building a philosophy and culture of
engagement within the CCG
6. Our business objectives
Each of the key objectives set out in our operating plan will require a planned approach to communications and engagement. For 2012/13 these are to:
1. Take ownership of QIPP in our geographical area
2. Work with other health and social care professionals, to develop and pilot re-design ideas
3. Work more closely with Kirklees Council to deliver more integrated services
4. As a sub-committee of the PCT take on a delegated budget and commissioning responsibility for the population served
5. Work with other local GP commissioning groups and colleagues to form models based on collaboration, that will be more able to share the risks involved in commissioning
6. To work with other public health specialists to ensure we deliver high quality care which focuses on prevention, reduces inequalities and makes efficient use of available resources
7. To work with local NHS leads on public involvement and patient engagement and with the Health and Wellbeing Board to identify the best model for patient involvement and engagement with the commissioning group
8. For the CCG to continue to develop to attain full authorisation as a statutory body by April 2013
Greater Huddersfield CCG’s transformation areas are:
1. Long term conditions and intermediate care 2. Urgent care 3. Planned care 4. Unscheduled care 5. Mental health learning disabilities and continuing care 6. Prevention
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This communications and engagement strategy has been designed to support these objectives. As we implement service development programmes for our six transformation areas, we will prepare specific, targeted communications and engagement action plans. 7. Our communication and engagement objectives To support delivery of the strategy, objectives and aspirations set out in our operating plan, we have identified the following communications and engagement objectives. 7.1 Build our reputation and relationships During 2011-12 we have concentrated on building relationships with those stakeholders with whom we have common interests and where our combined influence can contribute most. This is in order to ensure high quality care which focuses on prevention, reduces inequalities and makes efficient use of available resources. With key external stakeholders we have contributed to this through one to one meetings, board to board meetings, and active participation in developing new partnership structures. With our internal stakeholders we have developed working arrangements that encourage active participation in decision making. See Appendix 3. In 2012-13 we will continue to strengthen these relationships, as we also look at how we engage effectively with other groups of stakeholders. Specifically we want to:
raise our profile and reputation as a credible, trusted and forward thinking organisation
adopt a proactive and innovative approach to communicating and engaging with all stakeholders, internal and external
communicate and celebrate achievements and successes
To achieve this we will:
continue to develop productive relationships with the NHS Commissioning Board, other local NHS bodies, Kirklees LINk/HealthWatch and the Health and Social Care Overview and Scrutiny Committee
continue our active participation on Kirklees Health and Wellbeing Board
participate in public events to raise the public’s awareness of the CCG and increase our presence within the community
work closely with Kirklees Council and other local CCGs to avoid duplication and co-ordinate engagement and service development activity
continue to build on our developing relationships with the voluntary and community sector, patient reference groups, private and independent providers
seek out and share positive information concerning services, taking a proactive approach to media relations
develop a media protocol which will provide guidelines for all CCG members and staff especially in handling reactive and negative issues, enabling us to reassure patients and the public, maintaining our overall credibility and reputation among all key stakeholders
provide periodic briefings to stakeholders to keep them abreast of key issues relating to our work
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develop a visual identity which is relevant to our vision and values, and which is applied consistently
utilise social media to support communications and engagement activities 7.2 Develop robust processes for meaningful engagement We want to ensure that our public and patient engagement is rigorous and inclusive and that it directly impacts on our commissioning decisions.
Specifically we want to:
establish clear structures and processes to provide assurance and public accountability
utilise current information and generate meaningful information and intelligence gathering that is fed into commissioning prioritisation
provide timely, appropriate and proportionate opportunities for stakeholders to be engaged in engagement activities and our decision making
ensure that engagement and consultation activity is recorded, analysed, reported and evaluated
demonstrate how feedback from patients and the public has influenced change and improvement
develop and evidence effective engagement with the nine protected characteristics and the diverse communities in Greater Huddersfield as set out in the Equality Act
share the learning with our partners, working collaboratively where appropriate
To achieve this we will:
be guided by our principles for communications and engagement, ensuring that our organisational processes enable patient feedback to inform our decisions
map the diversity of the local population, including seldom heard groups and key stakeholder groups within that population
continue to develop feedback mechanisms that support two way communication and engagement and provide feedback on our engagement activities and decisions utilising
various channels
develop protocols and mechanisms to support patient and public engagement within the whole commissioning cycle, including service specifications, contract development, tendering processes, service reviews and business cases monitoring
ensure that reports of service design, business case reviews and other initiatives include details of the underpinning engagement activity undertaken, what changes were made as a result, what was not possible to do and how this was communicated to the public
ensure that reports are submitted via the appropriate governance channels for consideration and approval, adapting as appropriate as the CCG develops
communicate and engage with our stakeholders in the delivery of our six transformational programmes
embed a culture of patient and public engagement across CCG members, supporting them to increase engagement at practice level
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lead communications and engagement activity for the transformation programme which is being carried out across Calderdale and Huddersfield, ensuring that all stakeholders have opportunity for meaningful engagement.
7.3 Effective communication Effective communication will be achieved through identifying our key audiences and adapting our communications to their needs and preferences. Specifically we want to: ensure that key information, messages and plans are communicated to relevant target
audiences in a timely and consistent manner.
To achieve this we will:
ensure that the local population is kept aware of service developments and knows how it can influence healthcare provision in Greater Huddersfield
help local people to understand the changing nature of healthcare, and explain the drivers which influence our decision making
write in language and use methods appropriate to our audiences
ensure that our key stakeholders are aware of our campaigns engagement plans and activities, seeking feedback on them in a timely manner
raise awareness amongst staff and member practices of our vision and values, ensuring that they have opportunity to be well informed about decision making within the CCG.
7.4 Internal communication We want all CCG staff, including our member practices, to feel ownership of our vision and values, and by their contribution to help ensure that we commission the best possible services for local people. We also want to ensure that we are all equipped to deal appropriately with the questions that will inevitably arise from stakeholders. This will also enable us to effectively deliver our communications and engagement objectives.
Specifically we want:
CCG member practices, managers and staff to feel motivated and empowered to make a contribution to the work and direction of the CCG
to develop a culture where communication and engagement are seen as a joint responsibility
share good ideas and best practice with our member practices
To achieve this we will:
facilitate effective two-way internal communications (consistent, timely and relevant information) within the CCG
ensure that our Governing Body, staff and member practices are informed and equipped to participate in service commissioning, and that they are able to deal with the scrutiny which accompanies decision making, including from the media
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develop and promote a media protocol, supported by awareness training, that ensures all members and staff are aware of how to ensure well-judged responses to enquiries and the proactive generation of positive news stories.
8. Our key messages A common thread running through our communications and engagement activity will be consistent messages, which encapsulate our vision, helping local people and all our stakeholders to understand what we want to achieve on their behalf:
we are committed to securing high quality healthcare in the most appropriate setting
we are committed to reducing health inequalities in Greater Huddersfield
we will act on what we hear i.e. we will seek out and listen to the views of health professionals, local people and other stakeholders
we will learn from other organisations who have similar objectives (including other CCGs, service providers, the local authority and the NHS Commissioning Board)
And specifically for internal audiences:
our staff are integral to the successful delivery of our practices and commissioning plans
we are committed to working with member practices and their staff teams in order to unleash their potential
we, our member practices and staff teams will deliver health services, commissioning in different ways, and in doing so, develop a clear record of success that will support our authorisation as a statutory organisation.
Key messages will be developed for specific marketing, communications and engagement initiatives, based on research and insights, and tailored to the target audience. 9. Our stakeholders To achieve our objectives, we need to develop effective relationships with all stakeholders. As stated previously, the term ‘stakeholder’ has been used to mean any person or organisation whose interests are affected by, or can affect, our work to secure effective quality healthcare for the population of Greater Huddersfield. To make our intentions actionable, it is necessary to ensure we have identified all stakeholders, and that we have prioritised amongst those stakeholders. We have used a simple planning model to achieve this.
Fig1: Stakeholder planning model
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Appendix one shows the full range of stakeholders we have identified. These can be grouped into the following key broad categories:
Internal – inc. member practices, CCG staff and, until April 2013, the staff of the PCT Cluster
Patients, carers and communities (those with a common interest)
Public
Partners, such as the local authority
Governance and regulators
Political
Providers
Third sector
Media
Suppliers
Professional bodies
Education
Other agencies
Having identified our stakeholders we used our local knowledge to map them according to their relative interest, and the influence they can exert, whether this be positive or negative. The resulting matrix is shown in Appendix two. To gain an understanding of what we currently know about our key stakeholders, what these relationships look like, what we want to achieve through our relationships with them and how we will achieve this, we have conducted an analysis of such stakeholders (please refer to Appendix three). This is in order to provide us with the knowledge to enable us to tailor our communications and marketing activities appropriately.
It should be noted that this is not a once only activity, as stakeholder interests vary according to circumstances and programme, and we will continue to keep this analysis under review.
10. Patient experience
We are not starting our communications and engagement work from scratch. Through the long term commitment of the local NHS to patient and public engagement, valuable insight into the diverse communities within Greater Huddersfield has been gained. To develop our knowledge we have engaged with a variety of people through patient surveys, consultation events, patient groups, patient panels and whole range of other activities. This knowledge has allowed commissioners and other staff to develop strong links with a range of people that has helped feed into commissioning and service delivery decisions. Furthermore, through the Joint Strategic Needs Assessment (JSNA) and the Director of Public Health’s Report we have key insights into the health and behaviours of people living within Greater Huddersfield, including issues facing people, preferred methods of communication (such as language and alternative formats) and routes in to these groups. 11. Governance Greater Huddersfield CCG is built on the foundation of effective local relationships and good communications with member practices, and key stakeholders, including other shadow health and wellbeing board members, patients’ and carers’ groups.
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It is important that we continue to develop these relationships and improve how we collect and use patient and staff feedback. The channels identified through this strategy are the enablers for collecting and responding to patient feedback. It is also recognised that the work of our Quality and Safety Group will be informed by outcomes of our engagement activities. Good governance means engaging stakeholders and making accountability real, by:
Having formal and informal accountability relationships
Taking an active and planned approach to dialogue with, and accountability to, the public
Taking an active and planned approach to responsibility to staff
Engaging effectively with stakeholders. As noted in our operating plan, to ensure that the patient voice is represented in the decisions made by the CCG, we have established a Patient and Public Engagement Operational Group, through which we aim to develop initial plans for engagement. In this year, we will also set up a Patient Reference Group Network in line with our principles for communications and engagement. This group will act as a network for members of our Practice Reference Groups, considering their work as well as wider engagement initiatives and opportunities. 12. Resources For 2012-13 we will implement this strategy through named individuals based within the Cluster’s shared communications and engagement team. They will provide local insight and management of this activity, drawing on the resources of the shared team for day to day media, marketing, communications and engagement activity. We will review this decision as the format of both the local and national commissioning support services are confirmed. The action plans which support this strategy will be developed in conjunction with the finance lead of the CCG to ensure that the plans are both effective and affordable within our overall budget. 13. Evaluation
Ongoing evaluation will help us to learn how well communication and engagement systems work and how they can be improved, monitor if the systems are functioning to an
acceptable standard and hold ourselves up to scrutiny by internal and external stakeholders. Evaluation will take place through a combination of quantitative measures, qualitative opinion and evidence/ local experience information. We will do this through:
Ongoing media evaluation
Patient surveys
Website usage
Internal communications audits
Patient, staff and stakeholder feedback.
As part of our annual report we will prepare a report on consultations carried out or proposed to be carried out, and on the influence that the results of the consultations have had on our commissioning decisions.
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Appendix one: List of all stakeholders
The list of stakeholders was developed by members of the CCG Board at their meeting on 31 January 2012. As part of the exercise, board members were asked to map who their stakeholders are.
Type Who
Internal CCG members Member practices Non executive associates and directors PCT to CCG staff Practice staff including nurses, support and admin
Patients/Carers/ Communities
LINk / HealthWatch Patients Patient Groups inc. community groups/BME/carers
Public Local residents inc hard to reach groups
Partners Health + Wellbeing Board Joint Director Public Health, Kirklees Neighbouring CCGs Local Authority, including directors Public Health England
Governance/ regulators
Monitor NHS Commissioning Board Strategic Health Authority Department of Health Overview and Scrutiny Committee for Health
Political Elected members MPs CHFT Membership Council SWYPFT Membership Council
Providers
Calderdale and Huddersfield NHS Foundation Trust inc, clinicians and directors Neighbouring trusts Private/independent sector/ community interest providers incl. NHS Direct, Care UK, Local Care Direct and Locala South West Yorkshire Partnership Foundation Trust inc. clinicians and directors Yorkshire Ambulance Service Primary care contractors i.e. dentists, pharmacists, opticians
Third sector Voluntary and Community Groups/ organisations
Media
BME media Huddersfield Examiner Reporter Series Local and national radio/television Professional publications Yorkshire Post
Suppliers / other Commissioning Support ServiceLarge local employers Independent providers Disenfranchised GPs
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Trade unions
Professional bodies Royal College/professional organisations LMC, LPC, LDC, LOC
Education
Universities Deaneries inc. Yorkshire Deanery Research Registrars Schools VTS (Vocational Training Service)
Other agencies Police Housing Care homes
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HIGH
Appendix two: CCG Stakeholder Map, February 2012 (please refer to appendix 5 for acronyms)
Keep satisfied Members of Parliament Calderdale and Huddersfield NHS Foundation
Trust Membership Council (CHFT) South West Yorkshire Partnership Foundation
Trust Membership Council (SWYPFT) Local Pharmaceutical Committee Patient groups inc. community
groups/BME/carers Local professional colleagues Overview and Scrutiny Committee Opticians Strategic Health Authority Department of Health
General Practitioners
PMs
PCT/Cluster
CCGs inc. NHS North Kirklees CCG, Calderdale
LMC
LA
LA Directors
HWB
SWYPFT clinicians and directors
Elected Members
CHFT – clinicians
CHFT – directors
Locala
Public Health
CSS
NHS – CB
Patients and the public
HealthWatch/LINks
PCT current employees
YAS
LCD
Care UK
Hard to reach groups
LDC
Schools
Police
Universities/Deaneries/ Research/VTS/Registrars
Other secondary and tertiary providers
Independent providers Large local employers Monitor Community and voluntary
groups
Involve
Care homes
Disenfranchised GPs
Trade unions
INTE
RES
T
INFLUENCE LOW
LOW
HIGH
Key players – Partners
Keep aware
Media
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Appendix three: CCG Priority Stakeholder Analysis
Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
Calderdale CCG Current business
plan/operational plan – we know
their direction
Configuration – same as LMC –
conterminous and smaller than
GHCCG and slow to move
We do shared learning
Conterminous with local
authority
CCG to CCG meetings
Separate cluster chair
meetings
Planned Care Sub Group
Transformation work –
primary/secondary care
interface (shared main
provider)
Ophthalmic – cluster.
Calderdale CCG.
Developed local optical
network x4
Respiratory CKW
Good relationships
Close working e.g. planning in
CSO
Joint service re-design – long
term planning on clinical
strategy refresh
Challenge provider together
Achieve corporate/public
governance together,
especially for CHFT
transformation to give a
consistent view, to avoid
CHFT playing rule and divide
game
Require a formal board to
board and/or development
time for joint training and
OD session
Partnership arrangement
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Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
network meeting
x3/yearly
Mental health cluster
joint working. Cluster
network e.g. Mental
Health Quality Board
Shared teams/posts e.g.
Choose and Book,
cancer lead, quality and
contract meeting
Display close working
relationship – Calderdale
CCG in media (maintain a
consistent and professional
relationship)
North Kirklees
Health Alliance
(NKHA)
Smaller than us
Mid Yorkshire is main agenda
Shared communities – very
Shared committees:
Audit, Quality and Safety,
Finance and
Performance, Health and
Wellbeing Board
One to ones – non-
Sharing good ideas
Kirklees-wide safeguarding
needs to be done with them
Formalise regularity of
meetings
Chair to chair meeting
(regularly)
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Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
different population
Poor performing trust
Historically under spend
Organised practices into
clusters
executives and chairs
meet
Perception that North
Kirklees get more
funding (public health).
NK get prioritised
Joint commissioning e.g.
social care
To form a committee
consisting of GHCCG, NKHA
and LA
Contracting teams to work
together where relevant
e.g. community services/
Locala and SWYPFT
Identify and recognise
common development
needs with a view to
addressing them
collaboratively
Local Medical
Council (LMC)
Currently Kirklees-wide
Strong voice of membership
practices
Strong links to General
Practitioner Committee
(national) and BMA
Once a month PCT has
met with LMC across
Kirklees
IT subgroup
A collaborative relationship
Consultation rather than
approval about proposals and
decisions
To support and challenge
constructively
Formalise interface of CCG
Chair with LMC rep
Send minutes of CCE to
LMC
Attend monthly interface
meetings
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Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
GPs Voting members of CCG
Very different in levels of
involvement in commissioning
Very different
sizes/demographics of practices
Apathy
Powerful and authoritative to
patients, the public and the
progress of change
Approximately 30% of
GPs within CCG are
involved
40% are aware but not
actively engaged with
CCG
Remaining 30% have
relatively low and varying
levels of engagement
with CCG
Want to achieve
approximately 90% active
involvement
GPs to feel as though they
have ownership of the CCG
and are making positive
contributions – thus creating
motivation and enthusiasm
Delivering on promises
GPs feeling a part of the
process of
change/redesign
Demonstrating positive
outcomes for patients
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Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
Practice Managers
Good conduit for information
sharing in practice/with GPs
Variable skill mix
Varying degrees of experience
and influence over colleagues
Valued relationship
Practice Manager
Reference Group
PPT – x3 a year
Plenaries: quarterly
Strengthening commissioning
principles
Engagement in practice level
commissioning
Increasing pro-activity where
necessary
Involve in system change
discussions that affect their
practices and practicalities
of the implementation
Regular updates: keep
informed
PCT/Cluster Currently in transition – cease to
exist in 2013
Knowledge and skills which will
be needed in the future and
GHCCG do not want to lose
Numerous staff members –
variable skill mix
Strong links
Collaborative working
Staff briefings: Kirklees
Board to Board meetings
Maintenance of key skills and
strong links
Devolved
responsibility/accountability
from cluster board
Commissioning Support
Service – build relationships
Regular meetings with key
PCT staff
Keep PCT/Cluster staff up
to date with
current/upcoming
developments – two way
communication
Continue current
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Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
One to one: Chair and
Cluster Director of
Commissioning
via PCT/Cluster communications streams
with cluster
Local Authority
(inc LA directors,
HWB and Public
Health)
Very large organisation: Kirklees
wide
Commission/provide a complex
range of services
Politically minded/different
agendas
Powerful voice of the people
Public Health transfer: October
2012
Evolving relationship
Health and Wellbeing
Board meetings
One to ones with Director
of Adult Services, CE
Leader of Council
(Mehboob Khan) is non-
exec director on GHCCE
Relationships with
provider services
Further pooling of budgets ie.
intermediate care, social care
etc
Closer and stronger working
relationship
Shared vision for Kirklees
Integrated health and social
care, leading to a reduction in
duplication of activity
Strong community working
Regular meetings with LA
representatives to forge
stronger relationships and
gain trust
Understanding each
other’s ‘worlds’
The potential for future joint
budgetary
management/accountability
Develop strong and active
Health and Wellbeing
Board
24
Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
Partnership posts
(safeguarding)
Pooled mental health
budget
Providers (inc
SWYPFT, CHFT,
Locala)
CHFT embarking on a
reconfiguration of services over
the next year
Locala are developing social
enterprise organisation –
seeking strong
business/financial footprint
CHFT: one to one’s with
medical director, involved
in transformation work
CHFT consultants feel as
though engaging with
primary care more than
ever – strengthening
information and
knowledge
Primary and secondary
care interface: CHFT
Locala: GP Reference
Group, Contract Board
Strong working relationships
Improved outcomes for
patients
Service re-designs
Cost/efficiency savings with
no loss to quality
Seamless and integrated
pathways
Building of trust
Shared vision
Continue interface
meetings
25
Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
Meeting, Community
Care Team Project
Board, Intermediate Care
Patients and the
public
Varying demographics and
socio-economic profiles
Varying needs - narrow outlook
on healthcare driven by
personal situation/experience
Heavily influenced perceptions
of NHS via the media
Strong degree of trust
No active involvement in
current decision making
Patient involvement
groups – 36 out of 40
practices with varying
levels of participation
Further participation
Stronger community links
Seek a broader picture in
terms of contributions
Strengthen relationships with
media regarding exactly what
IS happening
Augment patient
involvement groups to
increase their effectiveness
Transparency and honesty
Patients to feel as though
their views are being
listened to
Informing media in plain
English regarding current
and future changes.
Elected Members Very politically minded
Short-term appointment
Health and Wellbeing
Board
Greater understanding of
roles and responsibilities
Relationship forming:
introductions
26
Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
Aim: to please the people
High level of influence
NHS
Commissioning
Board
Forming organisation
Hold Primary Care contracts
Oversee all
commissioning/CCGs
Approve CCG authorisation
Become formal organisation in
October 2012
Indirect communication
via cluster/SHA – no
current direct relationship
No intervention required –
satisfied with outputs
Communication of
successes
Potential: media
collaborative working
27
Stakeholder What do we know about
them?
What is our current
relationship?
What do we want to
achieve?
How will we do it?
Shifts/changes in
behaviour
HealthWatch/LINKs Current structure acting as the
champion for effective patient
engagement in Kirklees
The LINk is to evolve into the
local HealthWatch as part of the
Health and Social Care Bill
2011/Act 2012
Cluster and CCG
representation at
steering group meetings
LINK representatives
directly involved in the
devolvement of the CCG
Communications and
Engagement Strategy
CCG involvement in the
devolvement in the local
HealthWatch – both
directly and via the
shadow Health and
Wellbeing Board
Maintain and build further
effective working
relationships, both with the
current LINk and with the
future HealthWatch
Have an active role in the
development of the model for
local HealthWatch and
develop productive
relationship with the emerging
organisation.
Continued proactive
relationship with the LINK
Continued active
participation in the
devolvement of
HealthWatch
Timely information sharing
and appropriate
involvement of lay
representation.
28
Appendix four – Preparation for Authorisation – Domain 2, Engagement
2.1 Ensure inclusion of patients, carers, public, communities of interest and geography, health and wellbeing boards, local authorities and other stakeholders.
2.1a Constituent communities and groups within the population served by the CCG identified.
I Mapped and analysed CCG constituent communities and groups health needs is relected in CCTG commissioning plans.
II Analysis of CCG constituent communities and groups health needs is relected in CCG commissioning plan.
III CCG has outline plans in place to communicate and engage with strategic partners and diverse groups and communities.
2.1b Engaged in health and wellbeing boards, the refresh of the JSNA and the development of the joint health and wellbeing strategy.
I CCG has engaged Local Authority/ties in establishing its organisational boundaries.
II CCG is engaged in shadow health and wellbeing board, is participating in refresh of JSNAs and in development of the joint health and wellbeing strategy.
III CCG commissioning plan aligns with joint health and wellbeing strategy and enables integrated commissioning, depending on local time frame.
2.2 Analysing and acting on information from engagement to translate into priorities for improvement.
2.2a Plans, systems, processes and resources are in place to measure, analyse and use feedback and insight from patients, carers, partners and stakeholders to improve services.
I Systems and process for monitoring and acting on patient feedback, and particularly in identifying quality and patient safety issues.
II Arrangements in place to ensure on-going patient and public involvement in CCG decision-making.
2.3 Voice of each practice population to be sought and acted on.
2.3a Arrangements in place for patient views to be sought at practice level to inform and receive feedback from CCG priority setting.
I Two-way accountability between CCG and member practices is reflected in the Consitution and in the broader governance arrangements.
II Examples of CCG engaging different groups and communities through a range of communications channels in the development of its vision, commissioning plan, or in broader CCG decision-making processes.
2.4 Views of individual patients are reflected in shared decision-making and translated into commissioning decisions.
2.4a Arrangements in place to promote the involvement of patients and carers in decisions about their own care and treatment, including exercising choice.
I CCG aware of its statutory duties in relation to promoting choice.
II Systems in place to convert insights and patient choice/s in practice consultations into commissioning plans and decision-making.
2.4b Plans in place to manage and respond to concerns raised about its own operations or the services it commissions, to monitor patient/public perceptions of its responsiveness as a NHS organisation, and to learn from concerns raised to improve its performance.
I Arrangements for handling complaints and concerns raised with the CCG deliver outcomes equivalent to those set out in the statutory framework for complaints handling.
II Clear line of accountability for patient safety including regular reporting to the NHS Commissioning Board patient safety function.
29
Appendix five – Glossary of terms
Term Definition
Calderdale and Huddersfield Foundation Trust
NHS hospital trust covering the Calderdale and Huddersfield areas
CCG See Clinical Commissioning Group
CHFT See Calderdale and Huddersfield Foundation Trust
Clinical Commissioning Group
New local NHS commissioning organisation consisting of clinical management and a membership of constituent GP practices
commissioning cycle
Process for effective commissioning including assessing needs, reviewing services, contract implementation and managing provider performance. To be treated as a constant cyclical process.
commissioning support services
New organisations that will provide commissioning and administrative support for Clincial Commissioning Groups
constituent practices The individual GP Practices that fall within a Clinical Commissioning Group's membership
Constitution A set of fundamental principles stating how the organisation will be governed.
Deaneries
The deaneries are responsible for the management and delivery of postgraduate medical education and for the continuing professional development of all doctors and dentists
GHCCG See Greater Huddersfield Clinical Commissioning Group
Greater Huddersfield Clinical Commissioning Group
The Clinical Commissioning Group covering the Greater Huddersfield area
Health and Wellbeing Board
Forum for local commissioners across the NHS, public health and social care, elected representatives, and representatives of HealthWatch to discuss how to work together to better the health and wellbeing outcomes of the people in their area.
Health Strategy Refresh
HealthWatch
HealthWatch will be the new consumer champion for both health and adult social care, superseding Local Involvement Networks at a local level
LA See Local Authority
LDC See Local Dental Committee
LINk Local Involvement Network
30
LMC See Local Medical Committee
LOC See Local Optical Committee
Local Dental Committee
Statutory Body that represents contractors and performers providing general dental services in a defined locality
Local Involvement Network
Network run by local individuals and groups and independently supported. The role of LINks is to find out what people want, monitor local services and to use their powers to hold them to account.
Local Medical Committee
Statutory Body that represents contractors and performers providing general medical services in a defined locality
Local Optical Committee
Statutory Body that represents contractors and performers providing general ophthalmic services in a defined locality
Local Pharmaceutical Committee
Statutory Body that represents all NHS pharmacy contractors and performers in a defined locality
LPC See Local Pharmaceutical Committee
Monitor
Non-departmental public body with a duty to protect and promote patients' interests as well as continuing role to authorise and regulate NHS foundation trusts
NHS brand Guidelines protecting the use and placement of the NHS logo and colours.
NHS Commissioning Board
An independent, statutory body from October 2012 with overall responsibility for the NHS budget, allocating the majority directly to Clinical Commissioning Groups
NHS Constitution Document which sets out rights and pledges for patients, public and NHS staff
Overview and Scrutiny Committee
Committee which is composed of councillors who are not on the Executive Committee of the local authority, which looks into issues that affect local people and services
PALS See Patient Advice and Liaison Service
Patient Advice and Liaison Service
Service within current Primary Care Trusts and hospital trusts which offers confidential advice, support and information on health-related matters
Patient Reference Group
An official group of registered patients which offers feedback to GP practices about their services
PCT See Primary Care Trust
Primary Care Trust Current NHS commissioning organisation to be abolished in April 2012
31
Primary Care Trust (PCT) Cluster
Group of Primary Care Trusts sharing staff, management and resources in order to meet recent NHS guidance. Locally, this consists of NHS Calderdale, Kirklees and Wakefield District.
Public Health England
National body within the Department of Health responsible for Public Health functions and campaigns
QIPP
Quality, Innovation, Productivity and Prevention. A large scale transformational programme for the NHS involving all NHS staff, clinicians, patients and the voluntary sector
SHA See Strategic Health Authority
social media
Web-based and mobile based technologies which are used to turn communication into interactive dialogue between organizations, communities, and individuals.
stakeholder
Any person or organisation whose interests are affected by, or can affect, the organisation's work.
Strategic Health Authority
Regional NHS structures responsible for enacting directives and implementing fiscal policy from Department of Health. To be abolished in April 2012
Vocational Training Scheme Provider of Care and Childcare Apprenticeship and NVQ programmes
VTS See Vocational Training Scheme
White Paper
Authoritative report or guide that helps solve a problem, usually linked with formal consultation about its content