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NHS North Kirklees Clinical Commissioning Group Communications and Engagement Strategy 2012-2013 October 2012

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NHS North Kirklees Clinical Commissioning Group Communications and Engagement Strategy

Version Date

Author Status Comment

0.1

20.06.12 KW

Draft

Engagement inputs

0.2

27.06.12 TH

Draft

Communications inputs

0.3

29.06.12 TH/KW Draft

Jt comms and engagement inputs

0.4

04.07.12 JR

CCG First revision and update

0.5

08.08.12 TH/KW Draft

Amends after consultation

0.6

21.08.12 KW

Draft

Amends after consultation with Patient and Public Engagement Strategy Group

0.7

03.10.12 KW

Final

Amends after consultation with NKCCG CCE

Draft

Approved by CCE 26 September 2012

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Contents 1. Introduction 2. What we aim to achieve through this strategy 3. How we define communications and engagement 4. The starting point for this strategy 5. Our communications and engagement principles 6. Our business objectives 7. Our communications and engagement objectives 

A good reputation and effective relationships

Meaningful engagement

Patient experience

Communicating well

Developing effective internal communications

8. Our key messages 9. Our key stakeholders 10. Governance 11. Resources 12. Evaluation Appendices Partnership Commissioning Cycle

Appendix 1

List of stakeholders

Appendix 2

Stakeholder analysis

Appendix 3

Report of Events undertaken

Appendix 4

Action Plan

Appendix 5

Media Protocol

Appendix 6

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1. Introduction NHS North Kirklees Clinical Commissioning Group (CCG) believes that designing, commissioning and delivering health services which meet local need is the key to modernising NHS services and improving patients’ experiences of health care. Our vision is to: enable the people of North Kirklees live longer, healthier and happier lives. The aim of the communications and PPE strategy is to communicate this with our stakeholders and work together to achieve the vision. Many events are planned where this takes place and are listed in our report. See appendix 4. Engagement with all our stakeholders, particularly patients and the public, is not a one-off activity, but an ongoing, two-way dialogue. Hearing and acting on what patients tell us and working with the wide variety of stakeholders in our community will be a crucial part of the way we work. We believe we have already made good progress in defining the kind of organisation we want to be and in establishing our identity and voice, but we also recognise that there is still much to do to take our members, staff and stakeholders on the journey with us. This Communications and Engagement Strategy sets out our basic principles and aims: the action plan we are developing will show in more detail how we plan to achieve them. We have spent time defining what we mean by our stakeholders (see section 9) and have looked in detail at how we can best work together (see Appendix 1 and 2). We have already started to develop mutually productive relationships and as a listening organisation we will keep our aims under constant review and adjust our activity in light of stakeholder feedback. 2. What we aim to achieve through this strategy We have developed this strategy because we want to: ●

make sure that the views of patients, carers, staff, stakeholders, partners and the wider community are fully represented in decisions about how services are discussed, designed, delivered and improved

create ways of collaborative working which allow us to achieve our strategic objectives and deliver on our vision and values in a way that is mutually beneficial for us and our stakeholder

support delivery and development of our Strategy and Operating Plan

support the CCG in becoming an effective organisation.

delivery of the North Kirklees CCG vision, enabling the population of North Kirklees to live longer, healthier and happier lives

We will put our strategy into action in line with the strategies of our neighbouring CCGs, so that our approach and delivery of engagement of member practices, equality and diversity and PALS/Complaints is consistent. We have ensured that any learning from complaints 4


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and compliments are shared through both the annual report on complaints and on our website. Our Governing Body will have ultimate responsibility for approval, delivery and monitoring of this strategy.

3. How we define communications and engagement 3.1 Communications Good communication is a two way process. Although it includes the simple sharing of information, more often it will be a conversation dependent on mutual trust and understanding. Our communication will be based on an understanding of engaged stakeholders i.e. all those individuals and groups whose beliefs, views or interests include the CCG and its work, as well as ‘seldom heard’ groups who do not interact with the CCG. It will include internal and external audiences and will create opportunities for them to hear, discuss and shape our plans to deliver healthcare for the people of North Kirklees. 3.2 Patient and public engagement Patient and public engagement 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. Individuals and groups play different roles and there should be engagement opportunities for both throughout the partnership commissioning cycle (see appendix 1). In broad terms, we need to consider three ‘sets’ of people: ●

those who have direct experience of services (patients, carers)

members of the wider public

those who represent communities of interest (community being defined by the common factor that brought people together e.g. shared geography, shared characteristics or issues)

4. The starting point for this strategy 4.1 Legislation 4.1.i 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 NHS will: ●

put patients at the heart of everything it does, ‘no decision about me, without me’ 5


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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

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.(see 4.1.ii) 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.ii 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 rights which are a legal entitlement protected by law. One of these rights is the right to be involved directly or through representatives in consultation and planning of healthcare. 4.1.iii 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: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation. Good communication and engagement is central to our ability to undertake the activities outlined in our Equality and Diversity strategy. 4.2 Our responsibilities As part of the structure of the reformed NHS, CCGs will be responsible for: 

ensuring patients and the public are involved at all stages of the commissioning cycle 6


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ensuring consultation and engagement is reported back to those involved and to organisations monitoring performance

providing innovative and creative ways in which patients, carers, stakeholders, staff and the public can share their views

building and managing the reputation of the local NHS

building relationships with the media, stakeholders, member practices, public, patient, carers and partners

crisis communications planning and preparedness

marketing and campaign management in support of health initiatives

brand and identity management

producing an annual report, including detail of engagement activity, and to hold an annual general meeting (AGM)

responding to parliamentary questions and other statutory requests for information

ensuring the provision of information for patients is appropriate and timely

criteria outlined in Domain 2 of the authorisation process (Appendix 3 )

4.3

Transforming health services

We are determined to secure the best possible health outcomes for local people, not just for the patients we see today, but for future generations too. To do this, we need to transform the way health care is provided, whether that is in primary care, in hospitals, in the community or in social care. We can only achieve this by working with other organisations which have similar objectives. Our clinicians are already working with partners across the local health and social care economy, but we are equally committed to involving patients, carers and the public in shaping the future. Significant communications and engagement work is already taking place to support the programme of transformational change, specifically in relation to Mid Yorkshire Hospitals NHS Trust service transformation strategy, and this will continue to be a major focus for us. 4.4 Improved decision making Engagement with our stakeholders, especially patients and the public is legally required, but we want our stakeholders and communities to have genuine involvement in our decisions so that we can be sure that those decisions will deliver the quality services people want. Real and honest engagement and communication will be integral to our daily business. This means that engagement will be an active part of the whole commissioning cycle, and that we are able to clearly show how the views and opinions of local people have informed and influenced our decision making.

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5. Our communication and engagement principles Our communication and engagement principles that support our vision and values, are: 

to work in partnership with other agencies, stakeholders, patients, carers and patient representatives

to ensure that communications and engagement activities are accessible to all audiences

to be open, honest, consistent, clear and accountable

to create innovative ways for people to engage and communicate with us

to create communications and engagement activities that are well planned, high quality, happen at the right time and are carefully targeted

to have a two-way communication and engagement process with the Third Sector

To train and develop our members so they have the skills to develop our communication and engagement – it is everyone’s responsibility

6. Our business objectives The vision and values which drive our organisation are outlined in our Operating Plan, and have helped us to shape this strategy. The Operating Plan also sets out our of key health objectives, which are: ●

keeping people safe

preventing premature death

improving quality of life for people with long term conditions

supporting recovery from illness and injury

creating a positive patient experience

We will develop specific, targetted communications and engagement plans as programmes of work develop, to support these objectives. We also have longer term ambitions and this strategy will contribute to achieving them. They include: ●

working together with our local providers to deliver transformational change

improving the quality of care, across primary and secondary care

reducing health inequalities

delivering our vision

delivering health improvements in line with the Joint Strategic Needs Assessment (JSNA) 8


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bringing care closer to home

7. Our communication and engagement objectives We have identified the following communications and engagement objectives which we believe will help us to bring our vision to life and will support delivery of our Operating Plan.

7.1 A good reputation and effective relationships During 2011/12 we have focused on building relationships with the stakeholders with whom we have common interests so that our combined influence can contribute to good health outcomes. With key external stakeholders we have done this through CCG events, CCE meetings, one to one meetings, board to board meetings and developing new structures to support partnership working. We have a Memorandum of Understanding with our internal stakeholders which encourages their active participation in all CCG decision making. In 2012-13 we will continue to strengthen these relationships and look at how we can engage most effectively with other groups of stakeholders. Specifically we want to: ●

further establish our identity, raise our profile and develop our reputation as a trustworthy organisation which genuinely welcomes and listens to opinion

become forward-looking by adopting a proactive and innovative approach to communicating and engaging with all our stakeholders

To achieve this we will: 

keep local people aware of service developments and make sure they know how they can influence healthcare in North Kirklees

help local people to understand that health care is changing and clearly explain the issues which influence our decision making

work with partners to help communities to engage with us in their local areas, giving information and listening to their views - paying particular attention to ‘seldom heard’ groups

continue to build on our developing relationships with the voluntary and community sector, our practices’ patient reference groups, private and independent contractors

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 to work as part of the Kirklees Health and Wellbeing Board

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work closely with Kirklees Council and other local CCGs to avoid duplication and co-ordinate engagement and service development activity

share positive news stories by taking a proactive approach to media relations and develop a media protocol (see appendix 6) for all CCG members and staff to create guidelines for dealing with reactive and negative issues confidently. This will allow us to reassure patients and the public while maintaining our overall credibility and reputation among all key stakeholders

work closely with our local providers to ensure that we provide consistent and wellinformed messages about the health economy to local media and key stakeholders

where possible, utilise community venues for meetings and events

7.2 Meaningful engagement At the heart of our vision is the commitment to work with local people, patients and partners at every stage of the commissioning cycle and engage them in planning and designing services and improving experience and outcomes. Specifically we want to: ●

develop new mechanisms that help us reach key audiences and encourage people to engage with us in our work and decisions

establish ways of working which embed engagement and therefore assurance and public accountability

work with partners to generate meaningful patient experience and engagement information which can be fed into commissioning decisions and quality reports

demonstrate how feedback from patients and the public has influenced change and improvement and how we have closed the loop by reporting back on our achievements

develop and demonstrate creative engagement, especially with the nine protected characteristic groups as set out in the Equality Act, named earlier

work as a whole health economy to remove the barriers which prevent engagement so we can improve our patients’ experience of care and their health outcomes, specifically in the Mid Yorkshire Clinical Service Strategy

To achieve this we will: ●

maintain and review the Patient and Public Engagement Strategy Group by involving its members in our commissioning plans and enabling them to challenge and hold us to account

map the diversity of the local population, including ‘seldom heard’ and key stakeholder groups within that population, to establish a patient / public database to support our engagement activities

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develop engagement activities, with partners as appropriate, which can be easily accessed by ‘seldom heard’ groups

support Patient Reference Groups (PRGs) and develop a PRG Network to provide a platform which supports genuine two way communication and engagement at practice level

lead communications and engagement activity for the health care transformation programme across North Kirklees and Wakefield to make sure that all stakeholders, especially patients and carers, have an opportunity for meaningful engagement

ensure that our formal reports about service design, business case reviews and other initiatives include details of what engagement was undertaken, what changes were made as a result, what it was not possible to do and how this was communicated

Embed a culture of patient and public engagement across CCG members, supporting them to increase engagement at practice level

Utilise existing tools such as INVOLVE to scope current engagement activity, identify opportunities, record engagement activity and share learning and impact

7.3 Patient Experience What patients and carers tell us about about the quality of their care and their personal experiences is our most valuable asset for developing service improvements. We will clearly show how we seek out, analyse, understand and use this information in our commissioning 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 North Kirklees, including issues facing people, preferred methods of communication and routes in to these groups. Specifically we want to:  understand what matters to patients and their carers 

work with partners and providers to improve the experience of patients

To achieve this we will: 

make sure we have effective mechanisms in place to collect, collate and analyse patient feedback from a variety of sources

work with partner care providers to strengthen the focus on gathering patient experience in compatible formats and standardise contractual arrangements to make sure providers deliver patient experience feedback

network with other NHS, social care and CCG colleagues to identify and share best practice

share what we learn from analysis of patient experience feedback with staff, stakeholders and patients 11


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7.4 Communicating Well We want to communicate well and aim to adapt our communication materials and activity to the needs and preferences of our key audiences. To achieve this we will: ● use plain language as standard ●

make sure that all key stakeholders know about our engagement plans and activities and how to give us feedback

work to timescales which give our stakeholders sufficient time to consider issues carefully before providing feedback

work to raise awareness of our vision and values amongst staff and member practices to make sure they are able to actively participate in decision making within the CCG

7.5 Developing effective internal communications We want everyone involved with the CCG – whether directly or indirectly employed - to have ownership of NHS North Kirklees’ vision and values and to understand that their contribution and influence will help to ensure we commission the best possible services for local people. We also want to make sure that we are all well equipped to deal appropriately with the responsibilities of shaping the local NHS, including dealing with close scrutiny and criticism. Specifically we want:  develop an internal communications strategy linked to Organisational Development Plan to help CCG member practices, managers and staff to feel motivated and empowered to contribute to our ambitions and work  to develop a culture where communication and engagement is seen as a joint responsibility To achieve this we will: ●

share information, good ideas and best practice with our member practices

develop effective internal communications which are consistent, timely and relevant

give our Board, staff and member practices the training and support they need to commission services and deal with the scrutiny which accompanies decision making, which will inevitably include the media

support development of an informative, up-to-date and interactive website and intranet to support practice and wider engagement

8. Our key messages At the core of our communications and engagement activity will be the key messages which sum up our vision and our way of working. These messages are not intended to be 12


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used verbatim, but are the consistent, common thread which we want to get across to all our stakeholders; ●

we are committed to commissioning high quality services which will keep people safe, prevent premature death, improve patients health and wellbeing and their experience of health care

we want to reduce health inequalities in North Kirklees and promote healthier, happier, longer lives

we will actively involve and listen to our patients, practices, partners and staff

And specifically for internal audiences; ● all our staff are valued and vital to helping us achieve our aims ●

teams in our member practices can genuinely influence CCG activity

Further key messages based on research and insights will be developed for specific marketing, communications and engagement initiatives and will be tailored to the target audience. 9. Our key stakeholders Throughout this document the term ‘stakeholder’ has been used to describe any person or organisation whose interests are affected by, or can affect, our work to secure the best healthcare for the people of North Kirklees. To achieve our objectives, we need to identify our stakeholders and find appropriate ways to develop and maintain effective relationships with them. We have used a simple planning model to identify our stakeholders and prioritise them.

Fig1: Stakeholder planning model Appendix 1 shows the full range of stakeholders we identified and how we used our local knowledge and existing relationships to categorise them. Having identified our key stakeholders we then analysed them to define the ongoing relationship we want to develop with them and how we will aim to achieve this. The resulting matrix is shown in Appendix 2. 13


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This process is not a one-off, we know that stakeholder interest in what we are doing will vary according to a variety of circumstances and programme, so we will keep staekholder analysis under constant review. 10. Governance The CCG is built on the foundation of effective relationships and good communications with member practices and key stakeholders. It is important that we continue to develop these relationships and improve how we collect and use patient, public and staff feedback. The channels identified through this strategy and the Operating Plan are the basis of good governance. To ensure that the patient voice is fully represented in our decision-making, we have established a multi-agency Patient and Public Engagement Strategy Group to drive successful engagement with patients and positive change in patient experience. In addition to this we have developed specific structures to aid our governance; ●

lay representation on the CCG Board

quality & safety sub-group

patient reference groups

board level communications champion

board level engagement champion

We believe these actions will help us to achieve our aim of being open and accountable to member practices, staff, patients and the public in our everyday business. We will keep our governance arrangements under review to make sure they remain relevant and credible. 11. Resources In the current year we will deliver this strategy and its associated action plan with professional support from the Cluster’s shared communications and engagement service. We will review this decision when the format of the local commissioning support service is confirmed. 12. Evaluation Ongoing evaluation of our engagement and communications activities will help us to understand how well we are meeting our aims. We will use a combination of quantitative and qualitative methods to evaluate our progress, including: ●

ongoing media evaluation

patient surveys

website usage statistics 14


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internal communications audits

patient, staff and stakeholder feedback to inform commissioning decisions

collecting and assessing equality and diversity information as part of engagement activity

The CCG annual report will include sections on communications and engagement. It will also show how the response and outcomes to consultations carried out influenced our commissioning decisions.

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Appendix 1: Partnership Commissioning Cycle Commissioning is the total process for deciding how all resources available for children, young people, families, adults and communities are deployed to meet needs and improve outcomes in the most efficient, effective, equitable and sustainable way.   

‘commissioning’ refers to this whole commissioning cycle; ‘strategic planning’ refers to the strategic stages of the commissioning cycle ‘procurement’ refers to the stages of the commissioning cycle that include delivery decisions, contracting and review

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Appendix 2: NHS North Kirklees CCG – Stakeholder Map for Authorisation It should be noted that this stakeholder mapping exercise was undertaken specifically for the purpose of authorisation. Stakeholder mapping is a process that is undertaken for specific pieces of work to ensure we are communicating and engageing with the right people, at the right time and in the right way.

INTEREST

HIGH

Keep Satisfied

Key Players – partner

Engage + consult/listen and respond

Work together to deliver mutually beneficial outcomes

Patients/Public Voluntary sector Community leaders/Groups Patient groups Seldom heard groups Partners Universities Deanery

Regulators Dept of Health NICE NHS Commissioning Board staff

Patients/public LINk HealthWatch

Political Health & Social Care Overview & Scrutiny Committee MPs Council Leader/Cabinet

Suppliers Lawyers Children’s services

Providers eg Locala SWYPFT MYHT NHS Direct Carers

Providers 3rd sector organisations Family services staff Opticians Dentists Pharmacists

Professional Bodies LMC LDC LOC LPC

Partners Neighbouring CCGs Public Health Safeguarding teams Health and Wellbeing Board Kirklees Council senior officers Internal CCG Staff GPs/Practice staff Cluster Board + managers

Keep Aware

Media

Provide information

Internal Trade unions Staff associations

Suppliers Professional services eg: insurance trainers banks internal audit

Regulators SHA Commissioning Board Care Quality Commission Suppliers Commissioning Support Service External audit

Involve Work together where common ground exists

Providers eg Hospices Charity sector Independent sector Nursing homes Regulators Professional councils

Internal Trainers/coaches Cluster management

Political Individual councillors

Patients/Public Religious leaders Area communities

Providers Community Safety Partnership

INFLUENCE LOW

HIGH

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Appendix 3: CCG Priority Stakeholder Analysis

Stakeholder CCG staff

What do we know about them?

What is our current relationship?

What do we want to achieve?

Professional support and direction

Healthy

Well informed; fully engaged in commissioning health services which meet local needs

Developing as new team members arrive

Confident Constituent GPs

Agreed to be part of CCG

Developing ways of working

Active partners

All equally well informed; fully engaged with CCG decision-making; supportive. Understanding of individual practices

Staff at constituent GP practices

Mixed bag of knowledge/engagement

Interested but not well informed

Teams which understand their role and responsibilities in the CCG and are willing participants in developments and service delivery. Equal levels of enagagement/support Build trust

PCT (Cluster)

Holding PCT business together while establishing new ways of working in CSS. Engagement with Trusts

Well informed policy/decision makers relationship developing

Effective and ongoing dialogue so they are supportive of CCG development Good communication Robust CSS

Close, Control, Create

Recreate what works well

Supporting CCGs to authorisation

Build Trust Make sure NHS NK CCG voice is heard

Neighbouring CCGs

In the same position as us

On a personal level

Better liaison to share ideas, strategy, 18


Stakeholder

Public Health

Public and Patients

What do we know about them?

What is our current relationship?

What do we want to achieve?

Not systematic, therefore inconsistent

approaches + develop consistency

Committed to healthier lives

Currently reliant on personal links during transition

Strategic partnership approach to public health

Huge constituency with differing needs/perspectives

Awareness but little understanding.

Understanding of our community so we can hear the patient’s voice clearly.

In transition to Local Authorities.

Practice Patient Reference Groups, aware of 16.

Ongoing relationship based on mutual understanding and trust

Make commissioning decisions based on clear understanding of local needs/priorities Increase participation. Remove barriers to participation

Safeguarding Teams

Professional multiagency team

Emerging

A full role in safeguarding

HWB

Scrutinising decisions about health

Reporting to Board

Mutual understanding

HOSC

Occasionally adversarial

Effective working relationship

Reactive Community Leaders Ward Councillors

LiNK/HealthWatch

Representatives of large areas with differing needs/perspectives

Fragmented, reliant on personal links

Strategic two way information flows

Community

Developing our

Strategic two way

Mutually supportive relationships

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Stakeholder

What do we know about them?

What is our current relationship?

What do we want to achieve?

representatives with ‘watchdog’ role

identity/working relationship

information flows

LINk is to evolve into the local HealthWatch in 2013

CCG representation at steering group meetings.

Mutually supportive relationships

LINK representative member of the PPE group that is involved in the devolvement of the CCG Communications and Engagement Strategy CCG involvement in the devolvement in the local HealthWatch . Council Leader/Cabinet

Overview of health provision

Developing awareness

Effective working relationship

Local authorities/chief officers

Partners in public service provision

Developing our identity/working relationship

Effective working relationship

Providers

We need them to help deliver our vision.

Varies

Strategic two way information flows

Primary care providers Social services

Mutually supportive commissioning relationships

YAS Hospital trusts NHS Direct 3rd sector SWYPFT Locala 20


Stakeholder

What do we know about them?

What is our current relationship?

What do we want to achieve?

Regulators

‘watchdog’ role

Developing our identity/working relationship

Strategic two way information flows

Developing ways of partnership working

Strategic two way information flows

SHA Commissioning Board

Mutually supportive commissioning relationships

CQC LMC External audit Suppliers Commissioning Support Service

Partners in public service provision

Mutually supportive relationships

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Appendix 4 Report of events undertaken This report outlines communications and engagement activities and associated developments carried out since September 2011. The information is divided into the following sections, noting the activities in chronological order: 1. 2. 3. 4. 5. 6.

External Communications Internal Communications Engagement and consultation Engagement mechanisms Stakeholder engagement Developing and embedding communications and engagement

All communication activity is guided by the over arching Communications & Engagement strategy and associated action plan developed as part of the authorisation process.

1. External Communications External communication to date has focused on establishing the CCG’s identity, purpose and ‘voice’. The CCG has:         

approved a visual identity made sure its senior spokespeople have had media training met directly with local journalists issued proactive press releases about its work attended public meetings to support the case for change in health services created an ‘about us’ plain language information leaflet developed a website established Facebook and Twitter accounts created a weekly GP blog

 signed up to the ‘your health, your say’ campaign Internal Communications 2. Internal Communication Internal communication has primarily centred around face to face internal meetings and there is an occasional CCG email bulletin which primarily carries business news. All CCG members have access to the electronic media used for external communication and October will see the first issue of a specific internal newsletter. An internal communications strategy is an integral part of the Communications & Engagement Strategy. 22


3. Engagement and consultation Mid Yorkshire Clinical Service Strategy October – December 2011 The health economy which includes Calderdale, Kirklees and Wakefield Cluster Partnership, The Mid Yorkshire Hospitals NHS Trust and primary care providers used the engagement process to review services that may form part of a service reconfiguration We consulted all local stakeholders including patients, the public, community groups and staff. Activity was particularly focused on two key groups: 

Patients of existing services and the public (primarily via questionnaire and data capture form, and collation of existing data and feedback regarding relevant services). Staff (primarily via open staff meetings).

Activity was advertised through posters in the three hospitals and other health care settings, as well as through the local media. Letters were sent to key organisations including MPs and local councillors and a number of briefings took place. A dedicated website was also set up to provide information and another way for people to give their feedback. The information given to the member of the public was through a one to one interview or focus group, links provided an open forum in both Kirklees and Wakefield to share presentations on the changes. A questionnaire was developed to gather feedback on current services where it was considered that changes might be identified. Feedback was shared with the individual services to drive improvements. The key themes emerging are being used to shape the development of options for consultation, as well as some specific outcomes, which include:  

The decision to leave the Spinal Injury service in Pinderfields Hospital due to the public responses. The decision to re-open Pontefract A&E department overnight while plans are being developed.

Development of proposals for orthopaedic and neurological rehabilitation services (for further engagement during summer 2012)

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Extending Patient Choice of Providers (AQP) September / October 2011 In August 2011, the Department of Health (DH) published Operational Guidance to the NHS: Extending Patient Choice of Provider (DH, 2011) in which it outlined the Government’s commitment to extending the patient choice of Any Qualified Provider for appropriate services with the intention “to empower patients and carers, improve their outcomes and experience, enable service innovation and free up clinicians to drive change and improve practice” (DH 2011, p. 6). In preparation for 2012/13, commissioners were required to have engaged with patients, patient representatives, healthcare professionals and providers on local priorities for extending choice of provider by 30 September 2011 and by 31 October 2011 had used the feedback to identify three or more community or mental health services for implementation. A wide range of stakeholders, were engaged with as part of the process. NKCCG participated in the engagement as a stakeholder with their views being sought and presented to the CCE. Care home support service 24th October to 11th December 2011 June 2012 – secondary engagement The Care Home Support Service proposals have been developed in partnership with the CCGs, including the engagement and communication plan, the overall project plan, the questionnaire, workshops to shape and develop the proposals. The Care Home Support Service Specification Group (initially included CCG leads from both CCGs) - this group has now split into 2 separate groups (still with CCG leads). A range of processes were adopted including a questionnaire, attendance at stakeholder groups enabling discussion and feedback e.g. Kirklees Older People’s Partnership Board, Kirklees Learning Disability Partnership Board and an Expert Patient Programme Group in Huddersfield. Attendance at a smaller number of Care homes to discuss and enable feedback from residents, carers and staff. As part of the plan a questionnaire was designed to gain feedback from Care Home managers, Care home staff, provider organisations, health care providers and voluntary and community sector organisations. West Yorkshire Urgent Care Services 17th January to 8th March 2012 West Yorkshire Urgent Care Service (WYUCS) and NHS Calderdale, Kirklees and Wakefield District Cluster (CKW) reviewed the West Yorkshire Urgent Care Services as the relevant contracts are due to expire March 2013.

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A number of organisations, which included representatives from all of the 9 protected characteristics and individuals, were contacted across the cluster. CCGs will be responsible for this service and as such have been involved in the development process for the service spec, Key Performance Indicators (KPIs) etc. They have also through their formal boards been asked to sign off these KPIs and business case for this procurement. Each PCT has had relevant nominated GPs involved who were crucial to the development and the evaluation of the service. Consultation with members of the Kirklees Adult Weight Management Service (KAWMS) support group March 2012 The Kirklees Weight Management Service provides a range of programmes to support people with a Body Mass Index (BMI) of 30kg/m2 to achieve and maintain a healthy weight. A website has been developed to support the delivery of the Weight Management Service. The aim was to develop a new section for the website focussing on the monthly support groups that are facilitated by the Dieticians who work as part of the service. Participants were asked to suggest possible sections or items they would like to see on the KAWMS support group section of the www.healthyweight4kirklees.nhs.uk website. Their suggestions have been incorporated into the planning for the development of the Support Group Section of the website Equality Delivery System March 2012 The Equality Delivery System (EDS) has been designed by the Department of Health to help NHS organisations measure their equality performance, and understand how driving equality improvements can strengthen the accountability of services to patients and the public. It will support NHS Calderdale, Kirklees & Wakefield District identify local needs and priorities, particularly any unmet needs of populations, and allow them to assist in the commissioning of services to deliver better health outcomes. It will also help NHS organisations to demonstrate compliance with the Equality Act 2010. Community groups, voluntary organisations and members of the public with an interest in equality or who represent equality groups and the 9 protected characteristics within Kirklees were contacted during this engagement initiative. One of the features of the EDS is that it relies on organisations working with local interests to assess organisational performance. This engagement will strengthen existing relationships and build new ones, ensuring that patients and the public have a voice in the grading and setting of objectives for the organisation. The engagement focused on the following goals with local interests; 25


1. Better health outcomes for all 2. Improved patient access and experience A consistent approach to engagement was carried out across NHS Calderdale, Kirklees & Wakefield District. A short questionnaire was developed to use generically across the cluster and six events were organised, two within each cluster area. To ensure effective engagement with local interests the Equality team worked closely with the Engagement team to;   

recruit representative communities and local people to attend the local events visited community groups and gave out flyers and questionnaires attended events to raise awareness of the EDS and the upcoming events

It’s My Health Day 8th March 2012 Individuals with learning disabilities and their carers (Kirklees, Calderdale and Wakefield) were invited to It’s My Health Day to receive information on health and wellbeing but also to give their views on current NHS services provided locally. The lead clinician, Dr A Handa formally opened the session and awarded a prize for ‘wear your glasses’. It’s My Health Day is led by the Learning Disability Health Subgroup (subgroup of the Learning Disability Partnership Board) which is attended by the lead clinicians of the CCGs. Re-design of the Low Vision Aid Service and change of location May / June 2012 The Low Vision Aid Service is currently delivered by Mid Yorkshire Hospitals NHS Trust within an acute setting which means that people attend an appointment at either Pinderfields General Hospital or Dewsbury District Hospital where they are assessed and given their aid(s). Due to having to change the location of the service, commissioners took this as an opportunity to re-design the service and to make sure that the changes would help to improve the service and keep the things that are already good or work well. Two separate surveys were produced, one for patients and carers and one for staff members. These surveys were accessible both online through NHS Wakefield District’s and NHS Kirklees’ websites, as well as a paper version which was distributed through various organisations including Sight Aid, Batley District Society for the Blind, the Low Vision Aid Task and Finish group (a group of interested patients at Highfield House Castleford).. A focus group was also carried out with an older men’s low vision group at Batley District Society and at the visual impairment forum at Highfield House, Castleford, using the survey questions to gain their views. 26


The visual impairment forum at Highfield house has agreed to work with the steering group as a dedicated task and finish group for this project. As well as answering the survey questions they will also provide their ideas about patient information letters and leaflets for the new service. Papers regarding the re-design of the new service will be sent to the planned care Clinical Commissioning Unit and the Clinical Commissioning Group Executive for comments and agreement to move forward in stages. Once the design is finalised it will be their decision to implement the model. Electronic Prescription Service release 2 June 2012 The process is being introduced gradually across various areas and even in Kirklees, this will be done stage by stage. To ensure that we understand the impact of the changes and consider future steps when introducing this further, we are seeking the views of patients during the pilot stage. In Kirklees, one practice has started the pilot stage in June 2012 with surveys going to those patients identified by the practice. Second practice is planned to participate in the pilot in September 2012, again asking patients via a survey for their views. Joint Health and Wellbeing Strategy June and July 2012 This strategy was compiled in partnership with NHS Greater Huddersfield, NHS North Kirklees, NHS Kirklees, Kirklees Council and the Local Involvement Network. Engagement process sought feedback from the local community on the draft of this strategy. Learning Disability Self Assessment Framework April 2011, June 2012 Service users and carers sitting on the Learning Disability Partnership Board. Individuals were asked to agree RAG scores for the Learning Disability Self Assessment devised by the Strategic Health Authority. Proposals for developing Ophthalmology and Orthopaedic Services in mid Yorkshire July – August 2012 There were two parts to the changes being proposed to eye care services: 1. Moving glaucoma, medical retina and cataract services from Pinderfields Hospital in Wakefield to Pontefract Hospital 2. Moving the Macular Degeneration Service from Clayton Hospital in Wakefield, which is due to close, to Pinderfields Hospital in Wakefield 27


Proposed changes to inpatient orthopaedic services involve developing Pontefract Hospital as a major elective orthopaedic centre. This would mean that the majority of planned orthopaedic surgery for patients across the district would take place here, rather than at both hospitals. These changes were being proposed:     

to improve patient care to make better use of hospital capacity improved diagnostics/patient convenience maintaining the Macular Degeneration Service in Wakefield reducing spend on independent sector hospitals

A range of processes were adopted including a questionnaire, public meetings, attendance at stakeholder groups enabling discussion and feedback. We asked patients who are directly affected by these proposed changes as well as numerous stakeholder groups, LINks and the voluntary and community sector. Proposals for developing Neuro-Rehabilitation Services in mid Yorkshire July – August 2012 The proposal for neuro-rehabilitation services in Mid Yorkshire were:  relocating the 12-bed inpatient service from Pinderfields Hospital in Wakefield to Dewsbury Hospital  providing an extra outpatient clinic at Dewsbury, in addition to the outpatient services that would continue to be provided at Pinderfields There were two main reasons for proposing these changes: 1. to help improve neuro-rehabilitation care for patients 2. to allow a reorganisation of other services to improve care for patients A range of processes were adopted including a questionnaire, public meetings, attendance at stakeholder groups enabling discussion and feedback. We asked patients who are directly affected by these proposed changes as well as numerous stakeholder groups, LINks and the voluntary and community sector. A report has been produced detailing the engagement process and the feedback received, this has been taken to OSC and CCG CCE. Intermediate Care July 2012 NHS Kirklees, with the support of Clinical Commissioning Groups, embarked on engagement with local patients, carers and voluntary and community groups from 2 nd to 31st July 2012. During this work, patients, carers and voluntary and community 28


organisations were asked for their views on current services. This included their experience of the referral stage, stay within the facility and leaving the facility. The methods used during this engagement work were surveys and face to face structured interviews. Case studies undertaken as evidence of effectiveness of Start & Mend 2-4, 5-7 & 713 and Kirklees Adult Weight Management Service Ongoing As part of the evaluation of weight management provision in Kirklees participants have been invited to provide feedback through the use of case studies. The aim is to gather case studies of successful participants who have attended either children’s or adult weight management programmes in Kirklees to demonstrate the effectiveness of the programmes. The case studies highlight a wider range of benefits that participants experience as a result of attending a weight management programme in Kirklees. The details of the case studies will be used to inform commissioning, promotion of services and publicity. WoCBA (women of child bearing age) Pregnancy Support Pilot Auntie Pam’s (Evaluation) Ongoing Auntie Pam’s is a Dewsbury based, Kirklees wide project that has been designed for local women of childbearing age. Social Marketing approaches were used to develop insight into how local women think and feel about, and currently respond to and participate in maternity services. As all consultation and evaluation of the service is an on-going trend, all visitors and volunteers applying to train are asked questions about their own experiences with maternity services, from accessing midwifery services to visiting local hospital units. Women also return to Auntie Pam’s post natally and share experiences with the service, in order that this can be collated and shared with a wider commissioning and delivery audience where local needs will influence strategic development and delivery. The Diabetes Reference Group Ongoing work The Diabetes Reference Group has been meeting over the last 3 years to assist in informing the diabetes redesign across Kirklees. They have been involved in developing the Self Care Handbook which was launched in January 2012 is now available to patients via their diabetes team. Since the launch of the handbook the group have been meeting to scope their next project.

29


Annual health check consultation for individuals with Learning Disabilities and their carers Ongoing work Under the terms of the Learning Disability DES, individuals with learning disabilities are entitled to receive an annual health check. To ascertain the quality of the annual health checks, coupled with documentation completed by the GP practice, individuals and their carers are asked for their opinions on the annual health check they received. All individuals receiving an annual health check, along with their carers, are given blank feedback forms to complete. The forms have the PCT’s freepost address on and information received gets fed into future planning. The LD DES is led by the Learning Disability Health Subgroup (subgroup of the Learning Disability Partnership Board) which is attended by the lead clinicians of the CCGs. In addition, the LD DES forms part of the workplan which has been discussed and agreed by the CCG. Learning Disability Friendly Award Ongoing work We wanted to design a learning disability friendly award to present to practices who could actively demonstrate practice ‘above and beyond’ reasonable adjustments. Kirklees Involvement Network were asked to design the process and make recommendations on the criteria as part of the award. The LD friendly award is led by the Learning Disability Health Subgroup (subgroup of the Learning Disability Partnership Board) which is attended by the lead clinicians of the CCGs. In addition, the LD friendly award forms part of the workplan which has been discussed and agreed by the CCGS. Also, 2 practice managers had some input into agreeing the final questions to ensure that the criteria devised by service users were achievable.

4. Engagement mechanisms Patient & Public Engagement Strategy Group February 2012 onwards NKCCG have set up Patient and Public Engagement Strategy Group to support the development and implementation of the Communications and Engagement Strategy and Action Plan, ensuring that the patient voice is represented in the decisions made by the CCG.

30


‘Your health, your say’ July 2012 ongoing In conjunction with The Mid Yorkshire Hospitals NHS Trust and Wakefield District CCG, NKCCG have set up a network for local people who care about the NHS to help us in the shaping of health services - the ‘your health, your say’ network. People can sign up to receive regular information about the changes that are happening across the Mid Yorkshire area – that’s North Kirklees and the Wakefield District. They will also have the opportunity to take part in a range of engagement events, such as, discussion groups and conversations, attend public consultation events and fill in questionnaires.

5. Stakeholder engagement HealthWatch consultation – participation of the CCG April 2012 The CCG participated in the consultation, submitting their views to help and support the development of the new organisation. Patient Participation DES and establishment of Patient Reference Groups review of first year in May 2012 Practices signed up

25 (81%)

Practices that submitted a report

16 (51% of all 31 practices, 64% of practices that signed up)

Components

14 (88%) all 6

PRG

10 (63%) face to face 2 (12%) virtual 4 (25%) combined

PRG Profile

216 members

Nearly 50/50 split for gender, good age range across all age bands. Fairly representative although some practices highlighted that struggle to recruit to ensure that representative.

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Survey

16 (100%) did survey, 3,060 patients completed = 3.1% of practice population

The support provided to practices has been and will continue in year 2 as follows: 

 

An information pack was developed and distributed to practices and made available on GP link. The pack included a range of information such as guidance on establishing a PRG and developing a survey. Attendance at practice manager meetings. Ongoing support including email updates on any developments, answers to common questions, email / telephone queries and practice visits to provide one to one support. In response to requests from practices, we also offered them the opportunity to submit a draft report to be assessed by the Engagement Team to ensure they were meeting the requirements for each component.

Since the assessments:  All practices that had not signed up, dropped out or did not complete all components have been contacted to offer support.  Have increased the number of practices signed up for this year to 30. Engagement of LINk in the development of the Communications and Engagement strategy and action plan July-September 2012 Kirklees LINk have been involved throughout in the development of the above strategy and action plan, with comments from the organisation being incorporated into the final document. Third Sector Leaders AGM July 2012 The CCG presented at the Third Sector Leaders AGM as part of the wider stakeholder engagement undertaken by the CCG. Speed dating events 5th September and 10th October 2012 The events were arranged to give the voluntary and community sector the opportunity to hear about the CCG and their priorities, challenges and plans for the future. The CCG were also keen to hear about the work that the voluntary and community sector is doing in North Kirklees and how organisations could help us deliver the best possible healthcare for local people. Every group that attended were allocated space to display information about their work and achievements and had the opportunity to talk to the CCG about potential offers for the 32


future in a short (10 minute) pitch. This was done in a ‘speed dating’ style, so the VCS had the opportunity to speak to a number of CCG Board members and staff. Over the two events, 93 people representing 58 different VCS organisations attended. . Stakeholder event 19th September 2012 Due to the high level of interest expressed to the ‘speed dating events’ by non VCS, the CCG were keen to ensure that members of the public and key stakeholders also had an opportunity to attend an event to hear about the CCG and their priorities, challenges and plans for the future. Attendees were able to ask the CCG questions and get involved in a range of discussion groups about health priorities in North Kirklees. The discussion groups looked at:      

Urgent Care Care at, and closer to home Primary care Engaging with our population Long-term conditions Commissioning for the future

Over 40 people representing a range of organisations attended the event. LINk steering group representation – CCG and Cluster Ongoing Cluster representation on the Kirklees Local Involvement Network’s Steering Group has continued and steps were taken for the CCG to also have a formal seat at the Steering Group. This has been in place since January 2012 and continues on a monthly basis. Stakeholder mapping (Relationship Matrix) Ongoing The relationship matrix has been created as a result of extensive mapping and networking across the CKW Cluster. The process highlighted strengths and gaps in local relationships, using the 9 protected characteristics as a baseline, The relationship matrix provides details of the groups, our relationships with those groups, the protected characteristics that the groups represent, number of individuals each stakeholder is able to reach on our behalf and their areas of interest. The relationship matrix is not a mailing list but the detailing and tracking of key relationships.

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6. Developing and embedding communications and engagement OD session following self assessment 19th October 2012 An OD session was held to consider each domain of the diagnostic toolkit, inclusive of communications and engagement. List of actions as agreed by the participants was submitted to Assistant Director of OD. OD in relation to communication and engagement 22nd February 2012 OD sessions specifically around communications and engagement were held at the end of February considering the embedding of engagement within the organisation, legal requirements, governance and stakeholder mapping. Communications & PPE Champions on the Board Governing body board member Rachael Kilburn is the lead for Communications and Engagement within the CCG. Communications and Patient and Public Engagement Group – sub committee to the CCE In 2011, the CCG established the above group made up of representatives from:  Local Involvement Network  Local Authority community engagement Team  Third sector leaders  Voluntary and Charity sectors  CCG member practice representatives This group has participated in the design of the strategy and plan and approved it as fit for purpose.

Communications & Engagement Strategy and Action Plan 26th September 2012 The strategy and action plan were approved by the CCE on 26/09/12.

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Appendix 5

North Kirklees CCG Communications and Engagement Action Plan Notes: 1. Where key stakeholders are referenced, we will prioritise these in accordance with the stakeholder mapping and analysis included in the communications and engagement strategy. 2. This action plan will be supported by specific communications and engagement plans for individual commissioning/QIPP/transformation programmes.

How Who When Outcome Status Element 1: A good reputation and effective relationships Element 1a: Establish our identity, raise our profile and develop our reputation as a trustworthy organisation which genuinely welcomes and listens to opinion Communications Organise media training for key CCG spokespeople

Comms

June 12

Key spoke person(s) trained

Complete

Photo shoot for CCE including management leads

Comms

June 12

Used for communications materials and online

Complete

Set up meetings with health correspondents/ editors

Comms

June 12

Profile raised in the public domain

Complete

Develop a website

Comms

Aug 12

Website/micro site in place and utilised

Complete

Agree a visual identity and branding.

Comms

May 12

Visual identity and branding in place and within NHS statutory guidelines to enhance CCG profile

Complete

Use partners’ existing communication channels to syndicate news and information about the CCG to staff and members of the public.

Comms

June 12

Identifying opportunities to make the CCG’s voice heard to embed profile and reputation and show intention of working in pertnership

Ongoing

Develop suite of corporate materials

Comms

May 12

Templates in place and in use. Systems in place for

Complete 35


How

Who

When

Outcome

Status

the production of corporate materials, including editorial, proofing, image sourcing and photography, graphic design and print. Media Handling protocol and policy agreed

Comms

Aug 2012

To ensure that a consistent and effective approach to media relations is understood and adopted by all

Complete

Proactive PR activity

Comms/CCG

-

Identifying opportunities to make the CCG’s voice heard to embed profile and reputation

Ongoing

Attend Kirklees LINk Steering Group meetings

CCG / PPE / Board members

Apr – Mar 2013

Relationships established and maintained through regular contact

Ongoing at monthly SG meetings

Attend HealthWatch development meetings/events

CCG / PPE / Board members

Ongoing

CCG actively participating in the development of local HealthWatch

Ongoing

Attend HealthWatch Task and Finish Group meetings

CCG / PPE

Ongoing

Service specifications informed by the views of the CCG

Consultation completed, draft service spec submitted to SHWBB

Attend relevant Area Forums

PPE

Ongoing

Relationships developed with the Area Forums and profile raised within the community.

Schedule of meetings organised

Have a presence at public events with other partners (deliver key messages and listen)

CCG

Ongoing

Raised profile of the CCG within the community

Support practices to establish and maintain Patient Reference Groups (PRGs)

CCG / PPE

Ongoing

Proactive patient and public engagement at practice level

Engagement

Increase in number of practices signed 36


How

Who

When

Outcome

Status up for year 2 of the DES

Set up a Patient Reference Group Network

CCG / PPE

May 2013

Proactive patient and public engagement at practice level

Continue to participate in the Health and Wellbeing Board

CCG

Ongoing

Partnership work and evidenced joint decision making

The CCG’s constitution to fully reflect its commitment for patient and public engagement

CCG

Where possible utilise community venues for meetings and events

CCG / PPE

Ongoing

Evidence of CCG commitment to patient and public engagement Ongoing

Demonstrates CCG commitment to its community

Ongoing

Element 1b: Become forward-looking by adopting a proactive and innovative approach to communicating and engaging with all our stakeholders Communications Develop a regular stakeholder newsletter for key partners, member practices and stakeholders.

Comms

Sept 2012

stakeholder newsletters published regularly

Ongoing

Use reports to Health and Wellbeing boards as an opportunity to promote good work as well as an opportunity to engage

All

-

Reports produced and positive messages promoted via comms channels

Ongoing

Press releases/ features in local media to promote our success and achievements.

Comms

-

Media releases produced as appropriate

Ongoing

Syndicated articles in partner communication channels as well as to groups on VAK database

Comms

-

Articles produced and published to promote and enhance reputation

Ongoing

Information / updates on all organisations’ websites

Comms

-

Links made and content updated

Ongoing

Set up social media feeds via Facebook, Twitter and LinkedIn

Comms

July 12

Sites active and used to promote key health messages

Ongoing 37


How

Who

When

Outcome

Status

and receive feedback Good news database/ case studies on website

Comms

Oct 2012

Demonstrate the range of work and effectiveness of CCG

Ongoing

Engagement Commissioning plan to be available online to all key stakeholders

CCG via Comms

Commissioning plan on website

Contribute to the Kirklees Council INVOLVE database to share information on upcoming engagement events, promoting all consultations

CCG via PPE

Ongoing

Engagement of wider population and partnership working with the Local Authority

Ongoing

Work with LINk, HealthWatch and Health and Wellbeing Board on joint agendas

CCG / PPE

Ongoing

Partnership working

Health and Wellbeing Strategy engagement completed. Consultation on HealthWatch completed

Have a designated ‘Your health, Your Say’ page on the website

PPE / Comms

Sept 2012

Increased use of the CCG website for all engagement activity

Develop a programme of activity to encourage members of the public to sign up to ‘Your health, Your say’

PPE / Comms

Sept 2012

Mechanism in place to ensure that interested members of the public are able to receive information on opportunities for them to be involved.

Continue to recruit, maintain and develop ‘Your health, Your say’

PPE / Comms

Ongoing

Database of interested members of the public in place that can be utilised to communicate with interested members of the public and to recruit people to participate in a range of engagement activities, such 38


How

Who

When

Outcome

Status

as surveys and discussion groups Utilise social media for engagement and consultation initiatives

PPE / Comms

Ongoing

Increased use of social media to support engagement and consultation activities, increasing opportunities of the public to participate. Inclusive of gaining insights from practice consultations

Ongoing

Work with partners to help communities to engage with us in their local areas, giving information and listening to their views – paying particular attention to ‘hard to reach groups’

CCG / PPE

Ongoing

Partnership working to ensure communities have opportunities to be involved

Organise an event with elected members

CCG / Comms

Aug 2012

An opportunity for the CCG to get to know elected members, building and maintaining relationships

Event booked for 15/8/12

Organise a local ‘speed dating’ event for the CCG to meet representatives of local third sector organisations

PPE / Comms / CCG

Sept 2012

An opportunity for the CCG to get to know the local third sector organisations, building and maintaining relationships. Opportunity for third sector organisations to present to the CCG.

Event booked for 5/9/12

Organise a local event for the CCG to meet with key stakeholders and involved members of the public

PPE / Comms / CCG

Sept 2012

An opportunity for the CCG to get to know key stakeholders and involved members of the public, building and maintaining relationships.

Event booked for 19/5/12

Element 2: Meaningful engagement Element 2a: Develop new mechanisms that help us reach key audiences and encourage people to engage with us in our work and decisions Communications Actively use social media channels

Comms

July 12

Increased use of social media to support engagement and consultation activities, increasing opportunities of the public to participate

Ongoing

Promote all consultation and engagement activity through the media where appropriate.

Comms

-

Use media to add to general message penetration

Ongoing 39


How Seek opportunities for joint promotional activities with partners

Who

When

Outcome

Status

Comms

-

Demonstrate the CCG’s intention to work in collaboration

Ongoing

Publicise all engagement and consultation activities via the communications team

PPE / Comms

Ongoing

Ongoing

Publicise all engagement and consultation activities via the third sector channels

PPE / Comms

Ongoing

All engagement activity widely publicised. Consultation reports to include details of those given the opportunity to participate, method(s) used, feedback and actions taken.

Engagement

Involve stakeholders in the 360 review

CCG / Comms / PPE

Stakeholders participating in the 360 review. The CCG gaining the opinion of its key stakeholders and beginning to build relationships.

Maintain existing relationships with identified stakeholders especially VSC organisations

CCG / PPE

Ongoing

Better partnership working to benefit the population of North Kirklees

Ongoing – events planned for 5/9/12 and 10/10/12

Utilise the PCT’s current database of interested parties to support commissioning decisions and mapping our local communities, inclusive of groups with protected characteristics

PPE

Ongoing

A knowledge base of the local area built and utilised to support commissioning work. Interested parties feel valued and positive about continuity of engagement opportunities.

Ongoing

Element 2b: Establish ways of working which embeds engagement and therefore assurance and public accountability Communications Publicise the structure of the organisation on the website i.e. ‘Who’s who’, statutory responsibilities and Board papers and meetings.

Comms

Aug 2012

Website continually updated with corporate and statutory information

Ongoing

Share all our communications and engagement plans with MPs, Health Partners and Local Authority.

CCG

Sept 2012

Input from key stakeholders to our service specific communications and engagement plans

Ongoing

Engagement 40


How Maintain and review the Patient and Public Engagement Strategy Group

Who CCG

When Sept 2012

CCG / PPE Ensure the public voice is represented at each level of the CCG and each stage of the commissioning cycle

Sept 2012

Patient and public engagement is genuinely embedded within the organisation, co-ordinated by the Patient and Public Engagement Strategy Group

Ongoing

Patients able to influence decisions regarding local services

CCG / PPE

Jan 2013

Lay representatives valued for their contribution to the work of the CCG

CCG / PPE

May 2013 onwards

Member practice involvement in PPE and engagement of practice population

CCG / PPE

Apr 13 onwards

Transparency and public accountability

CCG

By Mar 13

Consultations are of a high quality and comply with our duties. Easy comparison of work

Ongoing

PPE

Ongoing

Engagement and consultation action plans are appropriate and proportionate to purpose

Project specific

CCG / Comms and PPE

Ongoing

Plans in place dependant on timescales of the programmes

Project specific

CCG / Comms and PPE

Ongoing

Report of findings on all engagement / consultation activity; including diversity information of respondents

Ongoing: Project specific

Develop a process for the reimbursement of expenses to support engagement activity Once established, use the PRG Network as a reference point for planned engagement initiatives Governing body meetings to be held in public and lay representation agreed Develop standard templates for engagement and consultation activity Develop individual engagement action plans for all QIPP programmes and emerging health changes / transitions

Provide a final report of engagement / consultation on all QIPP programmes and emerging health changes / transitions

Status

CCG / PPE Share our service specific communications and engagement plans with stakeholders as appropriate

Develop communications and engagement plans for transformation areas

Outcome Governance structures in place for Engagement, providing reassurance to the Board

Ongoing

CCG / PPE / 41


How

Who

When

Commissioners

Monitor diversity on all engagement and consultation activity

CCG / Commissioners

Ongoing

Outcome

Status

All engagement and consultation reports published and distributed via our communication channels and INVOLVE

Ongoing

Feedback complete. Assurance of inclusive engagement

Ongoing

Element 2c: Work with partners to generate meaningful patient experience and engagement information which can be fed into commissioning decisions and quality reports Communications Promote methods of feedback for compliments, complaints and other comments in patient literature and on website

Comms

July 2012

Give all contact information in literature and on the website

Complete + ongoing

Board reports showing how feedback has been used to shape services

CCG/Comms

Sept 12

Evidence that the CCG listens and acts on patient experience

Ongoing

PPE / Patient Experience lead

Jan 2013

Proof that we have taken notice of feedback in our commissioning decisions, making our decisions more meaningful

Agree reporting process and develop mechanisms to regularly report information gathered

PPE / Patient Experience (Quality & Safety Group), CCG Board members

Mar 2013

Regular reports on the feedback received, building on the insights.

Establish how information will be flowing into the organisation from the local HealthWatch

PPE

Mar 2013

Accountability and partnership working

Engagement Develop a system for storing feedback from engagement initiatives

42


How

Who

Share our vision and principles for engagement with all staff to ensure that it is included in work plans

CCG via Comms

Dec 2012

When

Programme of staff awareness of the CCGs requirement for service design, business case reviews and other initiatives to include details of the underpinning engagement activity undertaken. Ownership of PPE within the organisation

Outcome

Status

Carry out engagement for the Health and Wellbeing Strategy for Kirklees in conjunction with the Local Authority

CCG Board Members

July 2012

Emerging plans reflect the needs of local population

Completed

Review the outcomes of the first of Patient Participation DES and draw main themes

PPE

June 2012

Report on DES activities for NKCCG. CCG informed and involved in the outcomes. Any gaps identified for action in the second year of DES

Completed

Utilise Health and Wellbeing Board to identify opportunities to collaborate and share learning

CCG

Ongoing

Partnership working with local stakeholders

Ongoing

Element 2d: Demonstrate how feedback from patients and the public has influenced change and improvement and how we have closed the loop by reporting back on our achievements Communications Set up good news database/ case studies on ‘you said, we did’.

Comms

-

Evidence of case studies being used to support commissioning decisions/promote work of the CCG

Ongoing

Use website to tell stakeholders how we are responding to their feedback

Comms

-

Vibrant news section of website with ‘you said, we did’ area

Ongoing

Develop a ‘you said, we did’ feedback mechanism for all engagement and consultation activity

PPE

Nov 2012

‘You said, we did’ template produced. Good news database widely used by staff. Patients aware of the impact their feedback has had

Utilise PRG Network to gather ‘you said, we did’ examples at practice level

CCG / PPE

May 2013 onwards

Views of practice population being fed into the work of the CCG

Engagement

43


How

Who

When

Outcome

Engage with and involve service users to act as guest speakers as and when appropriate

PPE

Ongoing

Volunteers given opportunity for face to face meeting CCG representatives

Produce annual report on engagement activities

PPE

Sept 2012

Evidence of engagement activity within the CCG which has informed the various stages of the commissioning cycle

Ensure formal reports about service design, business case reviews and other initiatives include details of the engagement process and ‘you said, we did’.

CCG / PPE

Ongoing

Evidence of engagement activity within the CCG which has informed the various stages of the commissioning cycle

Status

Draft completed

Element 2e: Develop and demonstrate creative engagement, especially with the nine protected characteristic groups as set out in the Equality Act Communications Set up good news database/ case studies ‘you said, we did’ Good news database established and widely used by Ongoing CCG/Comms Sept 12 staff to feed other communication channels

Engagement Equality Impact Assess all engagement activity

PPE / E&D

Ongoing

Identify and use the appropriate methods of involvement

PPE

Ongoing

Map the protected groups, establishing a database which can be used to inform engagement and consultation activity

PPE

Aug 2012

Engagement data provides assurance to the ‘Equality Delivery System’

Ongoing monitoring

Database of protected groups set up

Database completed

Element 2f: Work as a whole health economy to remove the barriers which prevent engagement so we can improve our patients’ experience of care and their health outcomes, specifically in the Mid Yorkshire Clinical Service Strategy Communications Use of plain language in day to day communication

CCG

-

The CCG is committed to making information about its work easily understood

Ongoing

Making translations available as appropriate and considering the needs of hard to reach groups

Eng

-

The CCG is committed to making information about its work accessible and easily understood

Ongoing 44


How Face to face communication where possible

Who

When

Outcome

CCG

ongoing

The CCG is committed to being approachable, accessible and willing to listen

PPE / Comms / CCG

Ongoing

Meeting the objectives in the whole Comms and Engagement plan will help to deliver on this objective.

Status Ongoing

Engagement Lead on communications and engagement activity to make sure that all stakeholders, especially patients and carers, have an opportunity for meaningful engagement

Evidence of engagement activity within the CCG which has informed the various stages of the commissioning cycle

Element 3: Patient Experience Element 3a: Understand what matters to patients Communications Analyse all feedback from communication channels

CCG

Aug 12

Mechanisms for identifying and collating feedback are used and understood by CCG staff

Ongoing

Engagement Develop a system for collecting, storing and analysing patient feedback from a range of sources

PPE / Patient Experience lead

Process in place

Agree reporting process and develop mechanisms to regularly report information gathered.

PPE / Patient Experience lead

Regular reports on the feedback received, building on the insights.

Element 3b: Work with partners and providers to improve the experience of patients Communications Attendance at meetings with service providers where we CCG Demonstrate CCG’s role and influence in the health Apr 12 can influence service provision

Ongoing

economy

Engagement Patient experience to be agreed in all contracts as a measurable outcome and monitored

CCG / Contracting / Patient Experience lead

Consistent, quality patient experience feedback received to enable the monitoring and improvement of the experience of patients 45


How

Who

When

Outcome

Status

/ PPE Liaise with other NHS and CCG colleagues to share best practice

CCG / Contracting / Patient Experience lead / PPE

Consistent approach to monitoring and improving patient experience

Element 4:Communicating well Element 4a: Communicate well and aim to adapt our communication materials and activity to the needs and preferences of our key audiences Communications Use appropriate communication channels to talk to different audiences.

Comms

-

Schedule for face to face and written briefings have been delivered.

Ongoing

Information / updates via appropriate stakeholder communication channels

CCG/Comms

-

Communication plans and milestones have all been delivered.

Ongoing

Identify editorial opportunities within partner organisations and local media

Comms/CCG

-

Articles published in partner publications

Ongoing

Assess and utilise third sector networks’ communication channels

PPE / Comms

Ongoing

CCG aware of audiences and preferred communication options

Ongoing

Involve relevant stakeholders in developing engagement plans

PPE / Service leads

Ongoing

Robust plans with greater stakeholder understanding

Ongoing

Share engagement plans with stakeholders and the Patient Reference Group Network

PPE

Ongoing

Input from stakeholders to our engagement plans.

Ongoing

Engagement

Practice level engagement

Element 5: Developing effective internal communications Element 5a: Develop an internal communications strategy linked to Organisational Development Plan to help CCG member practices, managers and staff 46


How Who When to feel motivated and empowered to contribute to our ambitions and work Communications Internal communication strategy to underpin employee engagement:

Comms

09/12

 

CCG CCG

Sept 12 July 12

CCG Comms/CCG

Sept 12 Annual

CCG Comms

Twice yearly Monthly

Comms

10/12

CCG

Ongoing

Comms

Monthly

Comms

Monthly

CCG

annual

PPE / Comms

Ongoing

       

Operational meetings to share business information Team briefing meetings to share Board decisions and news via written briefing /gather feedback Consultation groups CCG Conference (inc staff awards) annually to review achievements/progress Meet the Manager- a series of practice visits so senior managers become known Staff Panel to act as ‘editorial board’ + news gatherers for internal comms Establish an Intranet to share documents; create knowledge library; share good practice; celebrate achievements Email for day to day communication; media monitoring and specific alerts Bulletins containing internal news and views plus external information of general interest to staff GP professional update bulletin Annual employee survey to gather feedback on OD performance

Outcome

Status

Ongoing activity

Positive results reflected in the staff survey. Staff using feedback mechanisms/ suggestion scheme. Staff feedback evident. Two way communication between the CCG and practice population so Member practices feel supported and engaged. Programme for practice training developed and implemented growing the culture of engagement at practice level

Engagement To ensure staff views form part of any service engagement or consultation process

Staff recognised as a stakeholder and a target audience during engagement and consultation activities. Views sought via communications channels

Ongoing

47


How

Who

When

Outcome

Utilise the PRG Network to create a forum for good practice sharing amongst PRGs.

PPE

May 2013 onwards

Local PRGs and member practices feel supported and engaged. Two way communication between the CCG and practice population

Provide support to practices to establish or maintain PRGs in the second year of the PP DES

PPE

Ongoing

Support provided to maximise achievements by practices

Develop programme of practice sessions to raise awareness of engagement and increase activity at practice level

PPE / CCG

Jan 2013

Programme for practice training developed and implemented

Status

Review completed; ongoing

Element 5b: Develop a culture where communication and engagement is seen as a joint responsibility Communications Reinforce the role of members practices and staff in promoting the CCG’s work and reputation in internal communication activity

All

July 12

Staff aware of, using and contributing to communication channels.

Ongoing

Attend practice protected time events to talk to staff and member practices

Board

Sept 12

Keep staff informed and demonstrate that they are valued

Ongoing

Promotion of media protocol, awareness and support available.

Comms

Sept 12

CCG and member practices are aware of, understand and use the protocol

Ongoing

Managers listen and cascade information upwards

CCG

July 12

Staff understand that their contribution is valued and achieves results where possible

Ongoing

Engagement Training needs on PPE at practice level to be identified across the CCG

PPE / CCG

Support practices in developing their PRGs to reach a wider local population through relationships or attendance at meetings.

PPE

Increased awareness and confidence among practice staff in engagement and better utilisation of PRGs Ongoing

Increased number of PRGs in the local area.

Ongoing; increase noted in Aug 12 review 48


How

Who

When

Outcome

Status

Initiate awareness raising of engagement duties across the organisation.

PPE / Comms / Heads of service

Staff made aware of their role in the delivery of engagement agenda. Wider engagement with the local population. Heads of service identified training needs for their team to be incorporated into plan for 2013/14

Utilise the ‘we said, you did’ initiative to share good examples of work and engagement

PPE / Comms / CCG

The local population feels that the CCG has listened and responded to feedback

Utilise the PRG Network to share learning and spread good practice across PRGs

PPE / CCG

May 2013 onwards

Local PRGs given an opportunity to develop and share good practice examples in their work

Ongoing

Actively use our communication channels to report on initiatives

Comms / PPE / CCG

Ongoing

Local stakeholders kept up to date on initiatives and opportunities to get involved

Ongoing

49


Appendix 6: Media Protocol NHS North Kirklees CCG Media Protocol Our Aims and Objectives The media is an important channel for us to promote developments in healthcare and to raise awareness of local health priorities, so managing our media activity well is vital to protect the reputation of the local NHS and NHS North Kirklees Clinical Commissioning Group. We are a co-operative, open, honest and accountable organisation and will aim to reflect this in our dealings with all journalists. Our communication will be clear and jargon free, and as far as possible we will respect deadlines and attribute all our statements. We will always aim to make a statement and will explain if we are ever unable to make a comment. Our proactive and reactive media handling will always protect the rights of patients and our staff and comply with active legislation, including the Data Protection Act and Freedom of Information Act. Our member practices, staff, patients and carers will not be pressured to take part in any media activity and will be offered support and guidance on media issues if a crisis emerges. Media Protocol All media activity will be managed centrally by the CCG Board with support from the Cluster communications team. Key spokespeople have been trained to take on this responsibility. No member of staff or practice should talk to the media directly on behalf of the CCG unless authorised to do so by the communications team. (Staff may speak to the media in a private capacity as long as they are not associated with the CCG in resulting publicity) If practices or staff members are approached by the media unexpectedly, they should not attempt any immediate response or comment, instead: 

redirect the caller to the communications team (or give the appropriate contact details) or



take the journalist’s name, organisation, phone number, a note of their query and, if possible, their deadline and say you will ask a member of the communications team to call them back as soon as possible. Remember to pass the details on immediately

Media Activity We will: Encourage our staff to find and promote good media opportunities about their work Actively liaise with partners to develop a consistent response when a media issue involves more than one organisation Let our partners know if a media issue is contentious or potentially impacts on the reputation of the NHS. Provide an emergency out of office hours contact point Keep a media contact list for proactive use and monitor and share the coverage we get. 50


Identifying PR opportunities – checklist Use this checklist to help identify potentially positive publicity activities for the CCG. 

Significant noteworthy achievements or successes: o

award and achievement schemes & presentations

o

external recognition of CCG /employee achievement

o

appointments of a CCG member to a high profile board, external committee or similar

o

major investment schemes or projects the CCG is supporting or funding

o

new services/services expanding

o

longer opening hours

o

successful grant application/sources of external funding

o

successful projects that are coming to an end

o

examples of successful employee development

o

progress on achieving performance indicators

o

industry awards or commendations

o

research papers written by any CCG member that are being used in any leading journals or trade magazines

o

grants given by the CCG to local groups or individuals

o

feedback to customers and responding to issues through consultation exercises

o

alliance or joint venture, partnerships, close working with another CCG, organisation or company

Case studies of local people who are benefiting from new/improved NHS services and are willing to feature in the media (training and support provided)

Numerical milestones

o

numbers of patients signed up for a service/treated etc

o

anniversaries of significant events or services e.g. 5th, 10th, 25th, 50th

Forthcoming events: o

meetings (where there is likely to be interest from the public)

o

conferences for the public

o

consultation exercises

o

open days

o

competitions

o

visiting delegations

o

visit by public figure to the CCG area e.g. royalty or Cabinet Minister 51


o

free classes provided/paid for by the CCG

o

holiday events or activities put on by the CCG for local people

o

project/strategy launches

o

exhibition and display events

o

annual report

o

publications – new CCG publications, reports, brochures, leaflets, flyers for residents, businesses or visitors

o

DH campaigns

o

sponsorship of an event, project, scheme or initiative

o

new employees and retirement of key personnel

o

polls/Surveys/Questionnaires carried out by the CCG - and the results

o

research that the CCG is conducting and the results of research

Commenting on external changes (policies or services) that affect local people (particularly adverse impacts).

Examples of member practices or staff going out of their way to help others and make a contribution to the wider community

Quirky/human interest stories: o

employees with unusual hobbies

o

‘firsts’ – e.g. first patient to sign up a new service

o

staff marrying each other

o

bizarre holiday locations/experience

o

babies born to staff on the same day

NOTE: The media are always particularly interested in ‘human interest’ stories. These might not relate specifically to a CCG/NHS issue but are nevertheless an important tool in building up a positive image of the NHS, CCG, its members and employees. It reinforces the notion that the NHS is made up of people delivering a service, it’s not a faceless bureaucracy!

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NKCCG_CE_strategy_FINAL_including_plan_and_actions  

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