GHCCG_communications_and_engagement_strategy_FINAL

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Final

Communications and Engagement Strategy 2012 - 2013

Greater Huddersfield CCG – communications and engagement strategy

Version Date Author Status Comment0.1 19.04.12 DF and SL Draft First draft0.2 20.04.12 and

04.05.12DF Draft

0.3 09.05.12 SL and DF Draft0.4 14.05.12 JB and JM Draft0.5 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

0.8 23.05.12 DF Draft Incorporating feedback from CCE

0.9 24.05.12 SL and DF Final Approval received from GHCCG CCE

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Contents

1. Executive summary 4

2. The purpose of the strategy 4

3. Definitions of ‘communications’ and ‘engagement’ 5

4. The context for this strategy 5

5. Our principles for communications and engagement 7

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

empower and liberate clinicians to innovate, with the freedom to focus on improving healthcare services.

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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:

building and protecting the reputation of the local NHS

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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 ensure that our communications and engagement activities are accessible to all: inclusive

and supportive provide high quality yet cost effective information – maximising our resources

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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 care2. Urgent care3. Planned care4. Unscheduled care5. Mental health learning disabilities and continuing care6. Prevention

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

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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

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

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We want to ensure that our public and patient engagement is rigorous and inclusive and that it directly impacts on our commissioning decisions.


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

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

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Effective communication will be achieved through identifying our key audiences and adapting our communications to their needs and preferences.


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

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

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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

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

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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 experienceWe 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 engage with 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.

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 relationships13

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 membersMember practicesNon executive associates and directorsPCT to CCG staffPractice staff including nurses, support and admin

Patients/Carers/ Communities

LINk / HealthWatchPatientsPatient Groups inc. community groups/BME/carers

Public Local residents inc hard to reach groupsPartners Health + Wellbeing Board

Joint Director Public Health, Kirklees Neighbouring CCGsLocal Authority, including directorsPublic Health England

Governance/ regulators

MonitorNHS Commissioning BoardStrategic Health Authority Department of HealthOverview and Scrutiny Committee for Health

Political Elected membersMPsCHFT Membership CouncilSWYPFT Membership Council

Providers Calderdale and Huddersfield NHS Foundation Trust inc, clinicians and directorsNeighbouring trustsPrivate/independent sector/ community interest providers incl. NHS Direct, Care UK, Local Care Direct and LocalaSouth West Yorkshire Partnership Foundation Trust inc. clinicians and directorsYorkshire Ambulance Service Primary care contractors i.e. dentists, pharmacists, opticians

Third sector Voluntary and Community Groups/ organisationsMedia BME media

Huddersfield ExaminerReporter SeriesLocal and national radio/televisionProfessional publicationsYorkshire Post

Suppliers / other Commissioning Support ServiceLarge local employersIndependent providersDisenfranchised GPs

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Trade unions

Professional bodies Royal College/professional organisationsLMC, LPC, LDC, LOC

Education UniversitiesDeaneries inc. Yorkshire DeaneryResearchRegistrarsSchoolsVTS (Vocational Training Service)

Other agencies PoliceHousingCare homes

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HIGH

Appendix two: CCG Stakeholder Map, February 2012 (please refer to appendix 5 for acronyms)

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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

IN TE R ES T

INFLUENCE

Key players – Partners

Keep aware

Media

Appendix three: CCG Priority Stakeholder AnalysisStakeholder 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

CCG to CCG meetings

Separate cluster chair meetings

Planned Care Sub Group

Transformation work –

Good relationships

Close working e.g. planning in CSO

Joint service re-design – long term planning on clinical strategy refresh

Require a formal board to board and/or development time for joint training and OD session

Partnership arrangement

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LOW

LOW

HIGH

Stakeholder What do we know about them?

What is our current

relationship?


How will we do it?


Conterminous with local authority

primary/secondary care interface (shared main provider)

Ophthalmic – cluster. Calderdale CCG. Developed local optical network x4

Respiratory CKW 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

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

Display close working relationship – Calderdale CCG in media (maintain a consistent and professional relationship)

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What is our current

relationship?


How will we do it?


contract meeting

North Kirklees Health Alliance (NKHA)

Smaller than us

Mid Yorkshire is main agenda

Shared communities – very different population

Poor performing trust

Historically under spend

Organised practices into clusters

Shared committees: Audit, Quality and Safety, Finance and Performance, Health and Wellbeing Board

One to ones – non-executives and chairs meet

Perception that North Kirklees get more funding (public health). NK get prioritised

Sharing good ideas

Kirklees-wide safeguarding needs to be done with them

Joint commissioning e.g. social care

To form a committee consisting of GHCCG, NKHA and LA

Formalise regularity of meetings

Chair to chair meeting (regularly)

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

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What is our current

relationship?


How will we do it?


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

GPs Voting members of CCG

Very different in levels of involvement in commissioning

Very different sizes/demographics of practices

Approximately 30% of GPs within CCG are involved

40% are aware but not actively engaged 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

Delivering on promises

GPs feeling a part of the process of change/redesign

Demonstrating positive outcomes for patients

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What is our current

relationship?


How will we do it?


Apathy

Powerful and authoritative to patients, the public and the progress of change

Remaining 30% have relatively low and varying levels of engagement with CCG

motivation and enthusiasm

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

Strong links Maintenance of key skills and strong links

Regular meetings with key PCT staff

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What is our current

relationship?


How will we do it?


Knowledge and skills which will be needed in the future and GHCCG do not want to lose

Numerous staff members – variable skill mix

Collaborative working

Staff briefings: Kirklees

Board to Board meetings

One to one: Chair and Cluster Director of Commissioning

Devolved responsibility/accountability from cluster board

Commissioning Support Service – build relationships via PCT/Cluster

Keep PCT/Cluster staff up to date with current/upcoming developments – two way communication

Continue current 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

Evolving relationship

Health and Wellbeing Board meetings

One to ones with Director of Adult Services, CE

Further pooling of budgets ie. intermediate care, social care etc

Closer and stronger working relationship

Shared vision for Kirklees

Regular meetings with LA representatives to forge stronger relationships and gain trust

Understanding each other’s ‘worlds’

The potential for future joint

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What is our current

relationship?


How will we do it?


Powerful voice of the people

Public Health transfer: October 2012

Leader of Council (Mehboob Khan) is non-exec director on GHCCE

Relationships with provider services

Partnership posts (safeguarding)

Pooled mental health budget

Integrated health and social care, leading to a reduction in duplication of activity

Strong community working

budgetary management/accountability

Develop strong and active Health and Wellbeing Board

Providers (inc SWYPFT, CHFT, Locala)

CHFT embarking on a reconfiguration of services over the next year

Locala are developing social enterprise organisation – seeking strong

CHFT: one to one’s with medical director, involved in transformation work

CHFT consultants feel as though engaging with primary care more than

Strong working relationships

Improved outcomes for patients

Building of trust

Shared vision

Continue interface

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What is our current

relationship?


How will we do it?


business/financial footprint ever – strengthening information and knowledge

Primary and secondary care interface: CHFT

Locala: GP Reference Group, Contract Board Meeting, Community Care Team Project Board, Intermediate Care

Service re-designs

Cost/efficiency savings with no loss to quality

Seamless and integrated pathways

meetings

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 Reference Groups – 27 out of 40 practices (based on DES participation) with varying

Further participation

Stronger community links

Seek a broader picture in terms of contributions

Strengthen relationships with

Augment patient involvement groups to increase their effectiveness

Transparency and honesty

Patients to feel as though their views are being

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What is our current

relationship?


How will we do it?


levels of participation media regarding exactly what IS happening

listened to

Informing media in plain English regarding current and future changes.

Elected Members Very politically minded

Short-term appointment

Aim: to please the people

High level of influence

Health and Wellbeing Board

Greater understanding of roles and responsibilities

Relationship forming: introductions

NHS Commissioning Board

Forming organisation

Hold Primary Care contracts

Indirect communication via cluster/SHA – no current direct relationship

No intervention required – satisfied with outputs

Communication of successes

Potential: media

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What is our current

relationship?


How will we do it?


Oversee all commissioning/CCGs

Approve CCG authorisation

Become formal organisation in October 2012

collaborative working

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 StrategyCCG involvement in the devolvement in the local HealthWatch – both directly and via the

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

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What is our current

relationship?


How will we do it?


shadow Health and Wellbeing Board

representation.

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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.

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Appendix five – Glossary of terms

Term DefinitionCalderdale and Huddersfield Foundation Trust

NHS hospital trust covering the Calderdale and Huddersfield areas

CCG See Clinical Commissioning Group

CHFTSee 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 practicesThe individual GP Practices that fall within a Clinical Commissioning Group's membership

ConstitutionA 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

GHCCGSee 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 AuthorityLDC See Local Dental CommitteeLINk Local Involvement Network

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LMC See Local Medical CommitteeLOC 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 brandGuidelines 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 ConstitutionDocument 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 TrustCurrent NHS commissioning organisation to be abolished in April 2013

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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 2013

Vocational Training SchemeProvider 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

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