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Stakeholder EngagementStakeholder Engagement
Island Civic CentreIsland Civic Centre
Lisburn Lisburn
Friday 29Friday 29thth June 2007 June 2007
Stakeholder Engagement Stakeholder Engagement WorkshopWorkshop
Sean DonaghySean DonaghyDirector of Finance and Corporate Director of Finance and Corporate
Services (Designate)Services (Designate)Health and Social Care AuthorityHealth and Social Care Authority
The ConceptThe ConceptTo develop a stakeholder network which can respond to, and advise on how to achieve improvement in health and wellbeing in Northern Ireland. The network will be non-hierarchical, transparent and open; meeting face to face and online on topics of particular interest and relevance. It will provide ‘listening posts’ across the region which will enable early signals, emerging patterns and trends to be detected so that early intervention can be planned where necessary. This will inform a preventative and proactive approach to policy formulation and priority setting.
ProgrammeProgramme
• Welcome – Sean DonaghyWelcome – Sean Donaghy
• Your Service, Your Say – David SisslingYour Service, Your Say – David Sissling
• Influencing Policy and Priorities – Andrew HamiltonInfluencing Policy and Priorities – Andrew Hamilton
• Joining it up – A Partnership Approach – Suzanne WylieJoining it up – A Partnership Approach – Suzanne Wylie
• Exploring the Questions that Matter – Anne McMurrayExploring the Questions that Matter – Anne McMurray
• Break 11.15 approxBreak 11.15 approx
• What guiding principles and support structures do we need? – What guiding principles and support structures do we need? –
Anne McMurrayAnne McMurray
• Agreeing the Next StepsAgreeing the Next Steps
• Lunch and NetworkingLunch and Networking
Your Service, Your SayYour Service, Your Say
David SisslingDavid SisslingChief Executive Designate HSCA Chief Executive Designate HSCA
Island Valley Centre Lisburn Island Valley Centre Lisburn 2929thth June 2007 June 2007
Your Service, Your SayYour Service, Your Say
David SisslingDavid SisslingChief Executive Designate HSCA Chief Executive Designate HSCA
Island Valley Centre Lisburn Island Valley Centre Lisburn 2929thth June 2007 June 2007
System Change ………Better OutcomesSystem Change ………Better Outcomes
Enabling ElementsEnabling Elements New SystemsNew Systems OutcomesOutcomes
Effective Strategic Effective Strategic Planning ProcessesPlanning Processes
- - - - - -Commissioning - - - - - - - -Commissioning - - - - -
- Performance Performance Improvement –Improvement –
- - - - - - - - Financial - - - - - - - - - - - - Financial - - - - - - -
- - - Public & Social Health - - - Public & Social Health - - - - - DevelopmentDevelopment
- - - - Workforce & Staff - - - - - - Workforce & Staff - - - - - - DevelopmentDevelopment
Enhanced User Enhanced User ExperienceExperience
Service FrameworksService Frameworks Improved Performance Improved Performance and Quality Levelsand Quality Levels
Strong Information Strong Information SystemsSystems
Value for MoneyValue for Money
Enhanced Public User and Enhanced Public User and Staff EngagementStaff Engagement
Improved Health and Improved Health and WellbeingWellbeing
Effective Professional Effective Professional LeadershipLeadership
New Integrated Models New Integrated Models of Careof Care
New Organisational New Organisational ArrangementsArrangements
Motivated, Dynamic Motivated, Dynamic WorkforceWorkforce
Some important issuesSome important issues
• Health and well being, not just health servicesHealth and well being, not just health services• A new relationship between health & social A new relationship between health & social
care and the public and service userscare and the public and service users• Making the system respond to service users, Making the system respond to service users,
rather than service users to the systemrather than service users to the system• New partnerships New partnerships • New Service Delivery Models – supportive, New Service Delivery Models – supportive,
responsive, integratedresponsive, integrated• An approach based on devolutionAn approach based on devolution• Significant role for communitiesSignificant role for communities• Engagement and empowerment Engagement and empowerment
Why engage?Why engage?
• Individuals and communities should be actively involved Individuals and communities should be actively involved
in decisions effecting their lives in decisions effecting their lives
• The public should influence health and social care The public should influence health and social care
priorities and planspriorities and plans
• Individuals should contribute to decisions about their Individuals should contribute to decisions about their own care or treatmentown care or treatment
• To improve individual’s personal experience as service To improve individual’s personal experience as service usersusers
• To help “get it right”To help “get it right”• To ensure we can align rights, entitlements and To ensure we can align rights, entitlements and
responsibilitiesresponsibilities• To ensure we have strong partnerships with To ensure we have strong partnerships with
stakeholders in relevant areasstakeholders in relevant areas
Enabling Effective Enabling Effective EngagementEngagement
•LeadershipLeadership
•ConsistencyConsistency
•CommitmentCommitment
•Cultural ChangeCultural Change
•Purposeful partnershipsPurposeful partnerships
•Systems and processesSystems and processes
Why a Stakeholder Why a Stakeholder Engagement Network?Engagement Network?
• Demonstration of commitment to engagementDemonstration of commitment to engagement
• Enable views to be gathered in relation to Enable views to be gathered in relation to
relevant mattersrelevant matters
• Establish good practice in relation to Establish good practice in relation to
engagement and partnershipengagement and partnership
• Create a resource for those involved in policy Create a resource for those involved in policy
development, commissioning and planningdevelopment, commissioning and planning
• Need to build capacity so we have strong Need to build capacity so we have strong
stakeholder involvement stakeholder involvement
• Need to ensure that engagement results in Need to ensure that engagement results in
real change for patients, clients and carersreal change for patients, clients and carers
• We are asking for your support in this We are asking for your support in this
processprocess
• Agree together what success looks like and Agree together what success looks like and
how it should be measured.how it should be measured.
Through this process …Through this process …
INFLUENCING POLICY AND INFLUENCING POLICY AND PRIORITIESPRIORITIES
Andrew HamiltonAndrew Hamilton
Deputy Secretary – DHSSPSDeputy Secretary – DHSSPS
Health Care Policy GroupHealth Care Policy Group
PUBLIC ENGAGEMENT: A POLICY PUBLIC ENGAGEMENT: A POLICY COMMITMENTCOMMITMENT
Our commitment:Our commitment:
““We will make it a strategic priority to fully engage with, and support the We will make it a strategic priority to fully engage with, and support the development of people and caring communities who will: (i) actively promotedevelopment of people and caring communities who will: (i) actively promotehealth and well being; (ii) have a central role in managing chronic conditions health and well being; (ii) have a central role in managing chronic conditions and (iii) be partners in the design and management of our health and socialand (iii) be partners in the design and management of our health and socialServices.”Services.”
Our vision:Our vision:
Fully engaged people and communities, actively influencing decision making at Fully engaged people and communities, actively influencing decision making at all levels will be widespread twenty years from now. Our planning and deliveryall levels will be widespread twenty years from now. Our planning and deliveryof services will be truly person and community-centred. People will be able toof services will be truly person and community-centred. People will be able totake control of their own care and will take an active role in promoting their owntake control of their own care and will take an active role in promoting their ownHealth and well being and that of their communities. Caring communities willHealth and well being and that of their communities. Caring communities willfeel that their services belong to them and will play a central role in designingfeel that their services belong to them and will play a central role in designingand managing them. and managing them.
A Healthier FutureA Healthier Future
EXERCISING INFLUENCE: DIFFERENT EXERCISING INFLUENCE: DIFFERENT PERSPECTIVES AND LEVELS OF PERSPECTIVES AND LEVELS OF INTERESTINTEREST- individual user/carerindividual user/carer
- organisationalorganisational
- communitycommunity
- regionalregional
- client groupclient group
- individual services/pathwaysindividual services/pathways
- specific policy reviews and policy development specific policy reviews and policy development initiativesinitiatives
- strategy developmentstrategy development
- spending priorities and plansspending priorities and plans
DETERMING PRIORITIES: SOME DETERMING PRIORITIES: SOME PARAMETERSPARAMETERS• Departments Advise/Ministers DecideDepartments Advise/Ministers Decide
• Strategic priorities are a matter for the ExecutiveStrategic priorities are a matter for the Executive
• Strong link between resource (inputs) and required policy Strong link between resource (inputs) and required policy outcomes – particularlyoutcomes – particularly
• For new/growth moniesFor new/growth monies
• In this context, the Authority (Designate)In this context, the Authority (Designate)
++ will not set priorities, butwill not set priorities, but++ it has the potential to be an effective influencer;it has the potential to be an effective influencer;++ we will look to it to reflect the views and we will look to it to reflect the views and
aspirations of stakeholders, so thataspirations of stakeholders, so that++ Government priorities are rooted in the Government priorities are rooted in the
experience of users and stakeholders.experience of users and stakeholders.
Negotiation & Implementation
March/April
Engagement with HSC, voluntary sector
Resource parameters established 1st cut of service pressures/priorities
June
September/October
December
Budget & Programmefor Government published
THE SPENDING REVIEW CYCLE
PublicConsultation
Draft budget+ programme for Government published
Assembly CommitteeAnd Executiveprocesses
Potential forsystematiccomprehensivecontributionto next review
Stakeholder Engagement 29 June 2007
Joining it up – a Partnership Approach
Suzanne WylieHead of Environmental Health
Belfast City Council
BCC’s position on partnership “We will work with others to improve quality
of life in the city, now and in the future in a way that generates wealth, protects the environment, promotes equality, improves community relations and enables the active participation of local people”
Belfast City Council Corporate Plan 2007/08
The importance of a joint approach
• Presenting a coherent face;
• Maximum possible involvement necessary to address complex issues;
• Crucial to development of joint solutions;
• Helps build partnership capacity – trust and co-operation;
• Efficient – releases resources.
Community Planning Model
3 Key Elements
Strategic vision - a long term (15-20 year) vision which is ambitious but capable of realisation
Participation - a process that engages as wide a range of stakeholders as possible
Partnerships - a meaningful alliance committed to joint action
Stakeholder Engagement
Community Planning.What is it about?
Paralysis by Analysis
All about ‘wants’
Mutual loathing suppressed for cash
Tick box consultation
It’s not about ‘community’ as we know it: ‘The process by which a council comes together with other organisations to plan, provide for and promote the well-being of communities they serve.’
What it’s not!
SNAP model
What we are learning?
• Need right type of engagement - informing - participation - empowerment;
• Must consider resources available to deliver;
• We need to build capacity in order to engage;
• The importance of shared values;• The need to recognise diversity and
difference
Partnership Success
• Clear purpose
• Each partner sees a benefit
• Mutual credit
• Relevant to core work and performance framework
• Continued wins
• Joint investment
Conclusion
• Stakeholder engagement is a challenge and a complex and time consuming process
• Working with and learning from other partners can only serve to maximise impact, reduce fatigue and reduce cost
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