Communications & Engagement DRAFTStrategy

Communications& Engagement

Strategy 2020-2023

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1 NHS South Warwickshire Clinical Commissioning Group Communications and Engagement Strategy 2020-2023

Contents

Page

Foreword from the Chair ofNHS South Warwickshire CCG 3

Introduction 4

Our principles for communicationsand engagement 4

Objectives 5

Roles and responsibilities 6

Monitoring 6

Appendix 1:Duty to involve and statutory obligations 7

Appendix 2:Our stakeholders 8

Appendix 3:Equality and Diversity 9

Appendix 4:Glossary of terms 10


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2NHS South Warwickshire Clinical Commissioning Group Communications and Engagement Strategy 2020-2023NHS South Warwickshire Clinical Commissioning Group Communications and Engagement Strategy 2020-2023

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Stratford-on-Avon District Boundary

Warwick District Boundary

GP Practices

ArdenEastLeamington NorthLeamington SouthStratford TownStratford South/Surrounding

Key1

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Alcester Health Centre

Avonside Health Centre

Bidford on Avon Health Centre

Bridge House Medical Centre

Budbrooke Medical Centre

Castle Medical Centre

Clarendon Lodge Medical Practice

Croft Medical Centre

Cubbington Road Surgery

Fenny Compton Surgery

Harbury Surgery

Hastings House Surgery

Henley-in-Arden Medical Centre

Kineton Surgery

Lapworth Surgery

Meon Medical Centre

Pool Medical Centre

Priory Medical Centre

Rother House Medical Centre

Sherbourne Medical Centre

Shipston Medical Centre

Southam Medical Centre

Spa Medical Centre

St Wulfstan Surgery

Tanworth-in-Arden Medical Centre

The Arrow Surgery

Trinity Court Surgery

Warwick Gates Family Health Centre

Waterside Medical Centre

Whitnash Medical Centre

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Chase Meadow Health Centre

Kenilworth and Warwick

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2 27

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2920

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2325

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1928 3

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24821

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Abbey Medical Centre

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Foreword from our Chair

This strategy sets out our approach tocommunicating and engaging with local people. It is based on the principle of open and continuous communication with patients, the public, member practices, staff and key stakeholders. It also acknowledges our statutory responsibilities and the NHS commitment to involve patients in the way in which health services are planned and managed.

We are committed to putting people first and we continue to strive to improve communication and increase participation and engagement in as many aspects of our work as possible.

This strategy provides an overarching set of principles which will drive the work we do. It will also require the active participation of everyone in our CCG.

Alongside the people of south Warwickshire we will ensure our 32 member practices feel informed, engaged and involved in their CCG and participate in commissioning activities to the benefit of local people. Our staff, too, need to be informed and engaged. Staff will be empowered and have the tools to deliver this strategy and hence deliver good quality commissioning.

We are dedicated to ensuring we fulfil our commitments as stated in this strategy, and welcome your views on how we can take this forward together to improve the health and wellbeing of people served by our CCG. We look forward to working with you all.

Dr David Spraggett Chair

[email protected]

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4NHS South Warwickshire Clinical Commissioning Group Communications and Engagement Strategy 2020-2023

Introduction

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NHS South Warwickshire Clinical Commissioning Group (the ‘CCG’) is the statutory body that plans, buys and oversees health services for about 300,000 people in south Warwickshire.

These services include hospital services, mental health services and out of hospital services. We also have responsibility for the delivery of GP primary care services. To do this effectively the CCG needs to work with local people, GPs, hospitals, local government, voluntary organisations and others.

Our work is guided by The NHS Long Term Plan, the development of integrated care, and the growth of primary care networks and place-based care. The NHS England Long Term Plan, released in January 2019, set out a pathway for integrating care nationally, regionally and locally and for us this means developing a South Warwickshire Place approach.

The Coventry and Warwickshire Health and Care Partnership brings together health and social care services, local authorities, voluntary and community sector organisations and other partners. Our aim is to deliver life-long health and wellbeing benefits for the people of Coventry and Warwickshire. Together, as organisations working to improve health and wellbeing, we share a common vision:.

We will do everything in our power to enable people across Coventry and Warwickshire to pursue happy, healthy lives and put people at the heart of everything we do.

Primary Care Networks (PCNs) bring GP practices together to provide more services in the community to a population of circa 0,000-50,000 people. PCNs are the building blocks of place-based care and key to preserving the integrity of NHS service provision.

The context in which the CCG is operating is important. People are living longer, with multiple long term conditions. More people are using health services and expectations have increased. CCGs must use taxpayers’ money wisely so that the very best value can be gained from every £1 they spend.

The CCG is committed to working with patients, the public and other stakeholders to design services that are high quality, affordable and sustainable for the future. This includes supporting self-care and helping people stay healthy.

This strategy sets out our intentions for communications and engagement.

For further details visit: www.southwarwickshireccg.nhs.uk/About-Us/Publications-and-Policies

“Listen and Involve” - Our principles for communications and engagement• Be accessible and include all sections of our community;

• Be honest and transparent;

• Use different ways to communicate to reach more people;

• Be open and clear from the start about what our plans are;

• Be realistic about what is and what is not possible and why;

• Make sure people have the right information at the right time;

• Inform and involve people as early as possible;

• Listen to people as well as provide information;

• Use plain language that people understand;

• Work with other organisations so we are more effective and avoid duplication.

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Objectives We have identified three key objectives:

Objective How this will be achieved? What will success look like?

1. To proactively engage with stakeholders and enable people to contribute to shaping future health services commissioned by the CCG.

• Using a wide variety of methods and approaches;• Working with the Public and Patient Participation Group and the Gateway Group;• Actively engaging with minority community groups;• Actively promoting and recruiting Health Champions;• Working with key partners to share information;• Reporting feedback to public meetings of the CCG.

• Information will be publicly available showing how feedback supports changes to services;• Increased numbers of Health Champions;• Coordinated approach to public engagement across all health and social care;• An increase in use of our communications channels e.g. website.

2. To develop a culture that promotes open communication and engagement with patients and the public.

• Communicating the organisation’s priorities;• Ensuring the organisation’s vision and values, statutory requirements and aspiration for public engagement are known by every member of staff;• Delivering proactive and reactive media relations;• Ensuring all project managers are aware of expectations regarding communication and engagement and are suitably trained to deliver them;• Project plans describe stakeholder engagement.

• Staff will be empowered and have the tools to deliver high quality commissioning for the benefit of local people;• Staff will know the vision, aims and priorities of the CCG and be able to articulate these and how their work relates to them;• There will be an improved balance in media coverage in local media;• Staff participation from across the CCG in regular engagement activities.

3. Ensure member practices and staff are informed, engaged and involved in the work of the CCG and participate in commissioning activities for the benefit of patients.

• Providing opportunities for GPs to influence commissioning and the provision of services through Member Council meetings;• Promoting clinical involvement in commissioning;• Maintaining and developing the website;• Developing feedback mechanisms for issues and concerns raised by GPs and other stakeholders;• Ensuring staff briefings are focused on key topics and there are opportunities for feedback.

• Member practices are informed, engaged and involved in the work of their CCG.• GPs and their teams will be actively involved in service redesign and the clinical leads will be known;• GP Member Practices will know the vision, aims and priorities of the CCG.

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Roles and responsibilities

CCG staff and Member Practices all have a role to play in strengthening patient and public participation in our work, both individually and collectively. This sections sets out the specific responsibilities of key individuals and groups.

• The CCG Governing Body is responsible for the CCG’s performance in relation to all statutory duties including the duty to make arrangements to involve the public in commissioning. The Chief Officer is accountable to the Governing Body

• The Lay Member for Patient and Public Involvement is responsible for ensuring the views of patients and the public are appropriately considered by the Governing Body

• Directors are responsible for ensuring patient and public participation within the work of their own departments and for promoting an organisational culture in which patient and public participation is ‘everyone’s business’

• The Chief Strategy Officer is responsible for: o Developing the strategy for communications and engagement;

o Developing a range of resources to support delivery of the communications and engagement strategy which includes mechanisms to enable the views of patients and the public to be heard;

o Monitoring, evaluating and reporting on the implementation of the communications and engagement strategy;

• The CCG senior team is responsible for:

o Ensuring the need for patient and public participation is considered and appropriate plans are put in place;

o Contributing to the implementation of the communications and engagement strategy and promoting an organisational culture in which patient and public participation is ‘everyone’s business’;

• All staff are responsible for ensuring communications and engagement appropriate to their role.

Monitoring

The CCG Chief Strategy Officer has responsibility for this Strategy. The CCG Governing Body receives a regular report outlining engagement and communications activity at their meetings in public demonstrating how the CCG Strategic Plan is being delivered.

NHS England now includes public and patient involvement in their assurance processes of the CCG.

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Appendix 1

The NHS Plan (July 2000) sets out the Government’s intention that patients should be ‘at the heart of the NHS’.

Patient and public involvement should be central to service planning and provision and a major driver for service improvement.

Section 11 of the Health and Social Care Act 2001 strengthened this commitment by placing a duty on NHS organisations to involve and consult patients and the public.

In section 242 of the 2006 NHS Act, this duty was strengthened, requiring public engagement and involvement in:

• Planning the provision of services;

• The development and consideration of proposals for changes in the way those services are provided; and,

• Decisions to be made by the NHS organisation affecting the operation of services.

The Secretary of State set out four key tests for service change within the revised Operating Framework for 2010-11, which are designed to build confidence within the NHS, with staff, patients and communities.

For existing and future service reconfiguration proposals it must be demonstrated that there is:

• Support from GP commissioners;

• Strengthened public and patient engagement;

• Clarity on the clinical evidence base;

• Consistency with current and prospective patient choice.

The Health and Social Care Act 2012 introduced significant amendments to the NHS Act 2006, including two legal duties for Clinical Commissioning Groups and commissioning in NHS England, to enable:

• Patients and carers to participate in planning, managing and making decisions about their care and treatment, through the services they commission;

• The effective participation of the public in the commissioning process itself, so that services provided reflect the needs of local people.

As a CCG we are required to comply with all appropriate legislation and policy for public involvement.

More information about the CCG statutory obligations is available on the Department of Health website: http://www.england.nhs.uk/wp- content/uploads/2013/03/a-functions-ccgs.pdf

Duty to involve & statutory obligations

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8NHS South Warwickshire Clinical Commissioning Group Communications and Engagement Strategy 2020-2023 8

Appendix 2

The CCG has numerous stakeholders, many of whom need to be involved and communicated with in different ways.

In order to ensure communications and engagement activities are tailored around individual stakeholder needs it is important to analyse the various audiences.

For specific projects individual plans include a stakeholder analysis; identification of key messages and actions for each identified audience. This includes the channels of communication and consideration of how and who is best placed to deliver the messages.

We do this by identifying groups and/or individuals for each stakeholder as appropriate, undertaking analysis of the stakeholder’s needs so we can understand who we need to communicate with and how.

Below are the categories for our stakeholders:

• Public (e.g. local population/community, patients, carers, minority groups);

• Internal stakeholders (CCG members and staff);

• Commissioners (e.g. neighbouring CCGs, Local Authority staff including Public Health colleagues & NHS England);

• Primary Care Networks;

• The Coventry and Warwickshire Health and Care Partnership;

• Local Providers (e.g. South Warwickshire NHS Foundation Trust, Coventry and Warwickshire Partnership NHS Trust, GP practices and GP representatives, pharmacists, independent and voluntary providers);

• Public Sector Partners (e.g. Warwickshire County Council, Stratford and Warwick District Councils, Warwickshire Police);

• Voluntary & Community Organisations (e.g. Healthwatch, Age UK, Orbit, Rethink, CAVA MIND, community and faith groups);

• Professionals (e.g. Local Medical Committee, Local Pharmaceutical Committee, Local Optical Committee);

• Political Partners (e.g. MPs, Councillors);

• Scrutiny (e.g. Healthwatch, Adult Social Care and Health Overview and Scrutiny Committees, County & District Health and Wellbeing Boards);

• Media as a conduit to the public (e.g. BBC, Coventry and Warwickshire local newspapers and radio).

Our Stakeholders

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Appendix 3

NHS South Warwickshire CCG is committed to ensuring equality, diversity, inclusion and human rights are central to the way we commission and deliver healthcare services and how we support our staff.

This is particularly important for the way we deliver this strategy and our objective to proactively engage with stakeholders and enable people in south Warwickshire to contribute to shaping future health services commissioned by the CCG.

Individual action plans for each CCG project will identify the different communities and groups and what actions will be taken to ensure they have opportunities to engage in the work of the CCGs. Activities will vary depending on the needs for each group which could relate to language, culture, stigma, accessibility or other factors.

The CCG completed an annual self-assessment to demonstrate compliance with the Equality Act 2010 general duty and specific duties. The latest self-assessment was published to the CCG website in March 2019. It allows us to demonstrate clearly what actions we have taken as a commissioning organisation to address quality and health issues.

Through the work of the Strategy and Engagement Team the CCG will continue to build relationships with ethnic minority community groups and with people from socially and economically marginalised communities.

We will do this through targeted outreach work and aim to be as inclusive as possible in our communication and engagement. When appropriate we will ensure documents are translated into other languages and where possible provide materials in easy read and audio versions.

We will also ensure hard copies of documents are available for those without online access or printing facilities.

Equality and Diversity


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Appendix 4

Audience - stakeholders who share similar characteristics or interests.

Engagement - What does public engagement actually mean? For the purpose of this strategy it means the CCG seeking out, listening to, developing their understanding of, and interacting with, the public i.e listening and involving.

Health and Wellbeing Board - established under the Health and Social Care Act 2012 as a forum where key leaders from the health and care system work together to improve the health and wellbeing of their local population and reduce health inequalities. Warwickshire County Council has had its own Health and Wellbeing Board since April 2013. http://hwb.warwickshire.gov.uk/

Healthwatch - the statutory organisation that holds health and social care providers to account. Healthwatch Warwickshire is an independent organisation that listens to the public’s views and experiences of health and social care. It works to help people to get the best out of these services, whether it’s improving or helping to shape them for future. www.healthwatchwarwickshire.co.uk

Lay Member for Public and Patient Involvement on the CCG Governing Body - as a member of the Governing Body the Lay Member’s role is to ensure that the CCG exercises its functions effectively, efficiently, economically and with good governance, in accordance with the CCG constitution, as agreed by the GP Member Practices.

As the Governing Body member championing public and patient involvement, the Lay Member for Public and Patient Involvement is responsible for ensuring that, in all aspects of the CCG’s business, the voice of the local population is heard and that opportunities are created and protected for patient and public involvement in the work of the CCG.

Consultation - Formal process to enable CCG statutory requirement to consult with overview and scrutiny committees, patients, the public and stakeholders when considering a proposal for a substantial development or change in the provision of a service.

Patient Groups - Each GP practice is required to support a patient group called a Patient Participation Group (PPG) or a Patient Reference Group (PRG). These are groups of patients working with their GP practice to improve services and to promote health and improved quality of care. A representative from each PPG or PRG is invited to attend the Public and Patient Participation Group (3PG) The 3PG is supported by the CCG.

Gateway Group - a regular meeting of patient and primary care representatives who ensure and assure the CCG that engagement is embedded in commissioning decisions.

Stakeholder - a person or organisation that may be affected by, or able to influence, a decision taken by one or more CCGs.

Terms used in this strategy


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Health ChampionsThe CCG has hundreds of Health Champions in south Warwickshire who have signed up to work to improve health services in their area. Health Champions are a fantastic asset to the CCG and the CCG is committed to providing multiple opportunities for them to influence in the organisation’s decision making. If you are interested in being a Health Champion please contact us www.southwarwickshireccg.nhs.uk/Get-Involved/Become-a-Health-Champion

Primary Care NetworksWhile GP practices have been working together in different ways for a number of years, they will be expected to come together in more formal networks from June 2019. These networks are known as Primary Care Networks. Primary Care Networks form a key building block of the NHS long-term plan.

There are many benefits to working at scale in this way including offering improved access, extending the range of services available to patients and helping integrate primary care with wider health and community services. Practices will be also be able to better manage financial and estates pressures and improve their ability to recruit, retain and retrain staff.The Primary Care Networks are based on geographical areas covering populations of approximately 30-50,000 patients. They should be small enough to provide the personal care valued by both patients and GPs, but large enough to have impact and economies of scale through better collaboration between practices and others in the local health and social care system. There are seven Primary Care Networks covering south Warwickshire.

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NHS South Warwickshire Clinical Commissioning GroupWestgate HouseMarket StreetWarwickCV34 4DE

Email: [email protected]: 01926 353 700

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Documents

Communications & Engagement DRAFTStrategy