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Hull City Council
Adult Social Care Transformation Programme
Commissioning Engagement Strategy
July 2017
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Contents
Purpose and context of strategy Page 3 - 4
Current Adult Social Care Service Users Page 4 - 5
Reason for engagement – doing things differently Page 6 - 7
Stakeholders Page 8 - 9
Engagement methods, tools and guidance Page 9 - 11
The message and focus of engagement Page 12 – 13
Links and interdependencies Page 14
Next steps Page 14
Stakeholder Engagement Framework Page 15 - 21
Engagement Activity Action Plan Page 22 - 25
Links and appendices Page 26 - 27
Routes to stakeholders Appendix 1
VCSE Strategy Appendix 2
Partnership Mapping Appendix 3
Implementation Plan Appendix 4
Blank template action plan Appendix 5
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Adult Social Care Transformation Programme
Commissioning Engagement Strategy
1. Purpose of the strategy
The strategy is designed to assist Adult Social Care (ASC) in developing a planned, co-ordinated, and consistent
approach to stakeholder engagement on the future commissioning of Adult Social Care services. It aims to facilitate
meaningful engagement that genuinely shapes and co-produces future provision, addresses gaps, capitalises on
opportunities, welcomes innovation and leads to change that is jointly owned and managed by commissioners,
practitioners, service providers, services users and carers.
The strategy has been developed specifically for engagement around the new commissioning model for ASC although
many of the issues and approaches covered are transferable to other areas of ASC and other service areas. It should be
used in conjunction with the Market Position Statement (MPS) and Outcomes Framework, which it will inform and be
informed by, to develop a real time picture of the current and future market, demand, potential gaps and opportunities in
provision and service user expectations and needs. It will assist ASC in gathering local intelligence that will help predict
and shape the future market and respond to needs and opportunities in service provision.
Although many Council staff engage with service users and external organisations on a regular basis, the scale and nature of the change in ASC is such that it is crucial that the message around the new commissioning model is clear and consistent, not just in ASC, but also to staff across the Council and elected members. The Council’s internal communications strategy should also be considered in relation to engagement plans to ensure appropriate links are made and information is shared across the Council. The engagement process must be planned and implemented carefully to ensure that it delivers the outcomes required in the new commissioning model. As well as ASC commissioned services, jointly commissioned services with the Clinical Commissioning Group (CCG) and an integrated commissioning approach will continue to develop. We will also use this strategy to plan engagement with stakeholders along with or on behalf of the CCG regarding integrated commissioning. Guidance and links to related strategic plans and priorities are included in the strategy with the aim of promoting a joined
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up approach to engagement and the sharing of strategic intelligence across by cross referencing common priorities running through different strategies, for example the City Plan, Place Based Plan and Health and Well Being Strategy.
This strategy, framework and action plan template provides ASC with a structure to plan, organise, capture and share
information on how engagement on the future commissioning of ASC will be implemented. The associated guidance and
background information is to assist with the designing, planning and implementation of engagement activities and to help
avoid common pitfalls
2. Context
Large budget reductions nationally mean there is not enough funding for Adult Social Care (ASC) while at the same time
demand on ASC services has increased due to an ageing population. In Hull, it is estimated that the number of people
aged over 65 will increase by 9% by 2020. A snapshot of ASC provision by type and service user groups is given below.
Adult Services Activity from April 2016 – January 2017
Service Type Average Monthly Clients in period
Equipment 4455
Residential Care 1517
Home Care 1243
Direct payments/PB 678
Day Care Adults 400
Professional Support 256
Health Funded 259
Nursing Care 120
Health Funded Direct 63
Indep Living Adult 60
Shared Lives Scheme 42
Supported Living 27
Age Groups Count Clients Percentage
18-64 2296 30.49%
65-74 1235 16.40%
75-84 2146 28.50%
85+ 1854 24.62%
Total 7531 100.00%
Ethnicity - Grouped Count Clients
Percentage
White 6981 92.70%
Not Recorded 468 6.21%
Other 82 1.09%
Total 7531 100.00%
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Clients by Support Reason Count Clients
Access and Mobility 3410
Personal Care Support 2312
Learning Disability Support 736
Mental Health Support 371
Support with Memory and Cognition 324
Support for Hearing Impairment 302
Support for Visual Impairment 188
Access and Mobility Only 89
Not Recorded 70
Support for Social Isolation or Other Support
36
Substance Misuse Support 11
Support for Dual Impairment 9
Gender Count Clients
Percentage
Female 4749 63.06%
Male 2774 36.83%
Not Recorded 8 0.11%
Total 7531 100.00%
Clients by Health Condition
Count Clients
No Relevant Long Term Reported Health Condition
2299
Physical - Other Long Term Health Condition 1331
Mental Health - Dementia 534
Not Recorded 581
Sensory Impairment - Hearing Impaired 524
Mental Health - Other Mental Health Condition
343
LD - Learning Disability (Eg Mild or Moderate etc)
331
Neurological - Stroke 292
Sensory Impairment - Visually Impaired 264
Neurological - Other Long Term Health Condition
244
LD - Other Learning/Developmental/Intellectual
202
Physical - Chronic Obstructive Pulmonary Disease
202
Physical - Cancer 100
Physical - Acquired Physical Injury 99
Neurological - Parkinsons 72
LD - Autism (excl Aspergers Syn/High Functioning)
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Neurological - Acquired Brain Injury 38
LD - Aspergers Syndrome/High Functioning Autism
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Sensory Impairment - Other Sensory Impairment
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Neurological - Motor Neurone Disease 1
Neurological - CJD 1
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3. Reason for engagement
ASC has to do things differently in future because of financial challenges, projected demand on services and service user
expectations, and this change will affect a wide range of people and organisations .A fundamental shift in commissioning
policy and practice is required to be able to support the people of Hull to live the fullest life they can, a life not a service, in a
way that is financially sustainable in the medium and long term.
A future commissioning model will:
� Focus on the person
Have a better understanding of an individual; supporting their health and wellbeing by building on their own strengths.
� Maximise independence
Champion people’s rights to live the fullest life they can; supporting their independence through personal goals.
� Work in partnership
Work creatively with individuals, local communities and our partners, empowering them to deliver the best possible
outcomes so that people can live well.
� Work sustainably
Deliver a cost sustainable service within the budget envelope to ensure those who most need support receive it and that we
can continue supporting people in the future
Engagement is required in the short term to manage the transition from previous commissioning priorities to future priorities
(see table below) and ensure that service users, carers, current and potential services providers, the Council’s own staff and
elected members are empowered to be an active part of the solution. In the longer term, engagement must be ongoing and
effective to help ASC Commissioners understand and develop the market, evaluate the impact of changes, and work with all
stakeholders to innovate and co-produce services.
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A full suite of presentations that describe the Future Operating Model (FOM) for Adult Social Care, including the rationale
behind it, the future commissioning approach and the work streams within it can be viewed at
http://home.hullcc.gov.uk/document-search-results?keywords=asc
Before starting to plan any engagement activity it is recommended that these documents are referred to, to ensure that the
activity addresses ASC priorities and makes relevant links across different ASC commissioning work streams.
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4. Stakeholders to be engaged
The list below is not exhaustive, neither will all stakeholders necessarily need or want to be involved in all aspects of the
commissioning engagement process. The stakeholder framework and engagement action plan template included as part
of this strategy are designed to help ASC identify particular stakeholders for specific engagement activity.
Potential stakeholder groups:
• Service users, their carers and families
• Currently commissioned service providers
• In house service providers
• Potential service providers i.e. general and specialist care, support and advice services including voluntary sector
organisations not currently funded by ASC
• Community led groups
• Commissioners
• ASC staff teams
• Other council services and directorates
• Portfolio Holders and other elected members
• Partnership Groups, Strategic Board and Forums
• Other public sector services
• Partners with whom the Council jointly commissions services
Stakeholders have been loosely grouped by organisation type, service type and nature of interest in the Engagement
Framework which also gives some prompts as to how to potentially frame the engagement to suit different audiences. A
more detailed mapping of current contracted providers is included within the Market Position Statement.
A wide range of care, support and advice services not currently commissioned by ASC are provided in community settings
by the stakeholders listed above and details of potential routes to reach and engage with these organisations are included as
Appendix1. In the absence of a single comprehensive database of all health and social care provision, these routes have
proven effective, with stakeholders generally self selecting to get involved providing the message and marketing is clear and
sufficient notice is given to respond or attend events.
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The Social Prescribing contract jointly commissioned with the CCG has included the mapping of support services in the
specification, and once in place this will be a valuable resource for both self referral and signposting. Engagement activity
carried out by the Council that captures intelligence on local services and organisations should also be used to encourage
registration on the Social Prescribing database and Connect to Support website, also to contribute to the ongoing
development of the Market Position Statement.
5. Engagement methods / tools and guidance
With the best intentions it is very easy to get engagement wrong, so choosing the right approach, method and language is
crucial to achieving a useful outcome to the engagement activity and creating a positive experience for the Council and for
stakeholders.
The key principles which should be followed in any consultation process are set out below:
• Consultation must be undertaken at a formative stage in the decision making process inviting representation on one or more possible courses of action and should test the decision-maker’s provisional thinking
• Consultation requires a genuine invitation for advice and a genuine receipt of that advice
• A finite range of options may be put forward for consultation
• Sufficient reasons for a proposal must be given to allow for informed consideration and responses
• Adequate time must be given for consideration and responses
• The overriding requirement is for fairness
The stakeholder engagement framework and action plan template provide a tool to help identify potential routes and
methods for engagement but the starting point is to ask what the nature of the intended engagement is. Appropriate tools
and methods will vary according to the audience, also the depth of participation desired and the intended outcome, with
merely providing information and inviting responses at one end of the spectrum and the intention of genuine co-production
and design of services at the other.
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The Council’s Guidance, Principles and Standards for Engagement, Research and Consultation is available from the
Business Intelligence Team and provides further guidance on potential engagement methods for a range of audiences, also
on making consultation and engagement a meaningful exercise. Some examples of engagement methods are:
• Snap surveys
• Focus groups
• Specialist supported engagement
• Presentations with Q and A open events
• Targeted communications / campaigns with a range of response options
• People’s panel
• Open consultation events focussed on themes
• Market development events linked to specific tenders
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The Council’s Equality Policy Briefing on Engagement and the Equality Duty also provides useful advice and information and
can be obtained from the Equalities Team
The Compact is a useful guide for good practice when carrying out formal consultation with the Voluntary, Community and
Social Enterprise Sector (VCSE) and gives guidance around timescales for formal consultation.
http://www.compactvoice.org.uk/about-compact
The Social Care Institute for Excellence has produced the guide Co-production in Social Care – What it is and how to do it
http://www.scie.org.uk/publications/guides/guide51/what-is-coproduction/defining-coproduction.asp
The VCSE report and strategy (appendix 2) gives some useful background on the nature and scale of VCSE provision in
Hull and also some of the issues relevant to the sector and the Council’s relationship with the sector.
The council’s Partnership Mapping document (Appendix 3) provides a list of strategic, delivery and single interest
partnerships and forums that can be utilised to reach different audiences, and also as a source of specialist knowledge or
insight into the needs of particular groups.
Some level of training and support may be required by staff in order to help them engage with stakeholders effectively.
Depending on the engagement process chosen and previous experience, staff may need training in:
• Presentation skills
• Facilitating groups
• Interviewing skills
• Negotiating and conflict resolution skills
• Participatory Appraisal techniques
• Preparing and using surveys
• Information capture and evaluation methods
• Equality and diversity
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6. The message and focus of engagement
To encourage a good level of engagement, the invitation to get involved must be framed for different stakeholder groups
in a way that makes it clear:
• What we want to engage with them about
• What we think their interest (stake) is
• Why we would value their involvement
6.1 Key messages for service providers and partners
The knowledge and experience of providers and partners are assets that can positively shape future service provision.
The engagement will focus on how the Council can work alongside all stakeholders to manage the transition to a new
commissioning model that delivers outcome focussed services which reflect demand, and help individuals achieve their
goals. The new commissioning model aims to maximise independence and support people to achieve their personal goals
by building on their own strengths and the using the community assets around them to ensure there is:
a. Help to help yourself
b. Help when you need it
c. Help to live your life.
The new model emphasises early intervention and self management, delaying the need for formal care and reducing future
demand for ASC input. The engagement message will focus on looking at how all stakeholders (providers, service users,
carers and previously untapped or under recognised community resources) can work differently together in future to achieve
those aims and ensure that services meet local need.
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6.2 Key messages for service users and carers
The knowledge and experience and unique insight of service users and carers are assets that can positively shape future
service provision and ensure that services that are commissioned meet their needs and expectations.
The message to service users and carers is that in future the Council plans to put more emphasis on helping people to stay
well and independent for as long as possible and to support people to achieve their personal goals by building on their own
strengths and the using the community assets around them to ensure there is:
a. Help to help yourself
b. Help when you need it
c. Help to live your life.
6.3 Key messages for Council staff
The message for Council staff is that the new way of working and greater emphasis on prevention, early intervention and self
directed support is not just based on the need to manage services on a smaller budget, but also on different service user
and carer expectations and needs. Organisational change may be challenging, but the intended outcome is that people live
the life they want, feeling independent and in control, with support when they need it.
The new commissioning model and approach to providing care and support will require staff front line staff and
commissioners in ASC to think and act differently and in some cases acquire new skills and knowledge.
Other Council services supporting or providing services to ASC service users also have a role to play in joining up services
holistically around individuals and families to maximise independence, avoid duplication and make best use of resources.
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7. Links and interdependences
When planning engagement on the new commissioning model, we should also identify:
• Any other consultation or engagement on a related service or Transformation Programme work stream that is
targeting the same individuals or client group, where resources and efforts can be joined up within the Council
• Any related strategy or policy consultations planned by other Council services coming up in the near future that
could potentially include elements of the engagement we are planning
• Any engagement planned by partners that we could have a joint approach with
• Any external events that we could utilise for engagement and consultation
• Any engagement or consultation has already been done that could be built on
8. Next steps
The detailed Engagement Action plans for each work stream and the overall implementation Plan (appendix 4) are
dynamic documents that should be updated , developed and shared with colleagues throughout the engagement
process.
The implementation of engagement strategy and the effectiveness of the approach will be regularly reviewed and
overall evaluation of the effectiveness and impact of engagement across ASC commissioning will be required at an
appropriate point to determine areas for future development and to share lessons learned and good practice.
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9. Stakeholder Engagement Framework
(a) Current service users
Interest (stake) Potential methods / tools Links and prompts
Change in nature or level of service in future may either be welcomed or cause anxiety The knowledge and experience of service users are assets and can positively shape future service provision Input views into the developing Outcomes Framework and Market Position Statement Expectations, needs and the potential for different support that increases independence must be sensitively managed. The interrelationships and interdependencies between the service user, any carers and the current service provider
This will vary greatly and should be based on the needs of the service user group and the individuals. It will also depend on what outcome you want the engagement process to achieve i.e. statistical information or qualitative intelligence. Asking the service users how they would prefer to engage and the reason for their preference is the ideal starting point. Some useful tips can also be found in the Hull City Council Guidance, Principles and Standards for Engagement, Consultation and Research, also the briefing on Equality and Engagement Some examples to think about:
• The language used and tone of your message
• The most appropriate method for your audience e.g. visual, participatory, IT based surveys, paper based surveys, individual reviews, focus groups etc
• Any support required by individuals to engage and how will you ensure impartiality and honest responses
• The level of formality necessary i.e. is it statutory consultation or good practice
• Accessibility of material, venue and timing
Look at who can help plan or implement this activity: Can this be done in partnership with the CCG? For service users with complex or high support needs, seek advice on the best approach to ensuring good communication and accessibility from:
• Specialist Teams in ASC
• HCC Business Intelligence Team
• Representative partnerships or forums e.g. Learning Disability Partnership Board (See Partnership Mapping Appendix 3 for list of groups and forums)
• Specialist organisations with in depth knowledge of the client group e.g. Age UK, Mind etc
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(b) Current Providers contracted by ASC
Interest (stake) Potential methods / tools Links and prompts
Currently providing services that will be affected either positively or negatively by the new commissioning model and the new Outcomes Framework May welcome change and see an opportunity to be part of the process that shapes and develops the market or may see it as a business risk The knowledge and experience of service providers are assets and can positively shape future service provision and Market Position Statement and Outcomes Framework
Clear, open and transparent communications with existing providers from the start of the engagement process on the new commissioning model is key managing the change positively. With the potential for commercial sensitivities and competition it should be clear which aspects of the model can be jointly shaped (e.g. market development) and which cannot. A range of methods could include
• Individual contract review meetings
• Workshops, presentations, Q and A sessions
• Engagement grouped by service type e.g. all residential care, all domiciliary care, all mental health, all learning disability etc
• Engaging with existing provider forums or partnership groups
• Market Development Events
• Surveys
• Task and finish group
A list of current contracted providers is included in the Market Position Statement. Could this link with any current or planned joint commissioning priorities e.g. with the CCG? Is there a significant tender coming up that could be used as a pilot for a new approach to market engagement? Advice should be sought from Procurement / Legal on managing Market Development Events or pre tender consultation to avoid pitfalls Would any other service areas have an interest? (see route to stakeholder appendix 1) Do you need to involve elected members?
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(c) In house service provision
Interest (stake) Potential methods / tools Links and prompts
Currently providing services that will be affected either positively or negatively by the new commissioning model and new Outcomes Framework Staff may welcome the change and see an opportunity to be part of the process that shapes and develops the service for the better, but may see it as a risk to their job The knowledge and experience of service providers are assets and can positively shape future service provision and feed into the Market Position Statement. Social Workers, Brokerage Teams, See and Solve, Home Care staff, Residential Care staff and others directly providing support to people have a wealth of insight into service needs and opportunities to do things differently
Methods chosen will depend on the level of impact the new commissioning model may have on individual services and the current point in the commissioning cycle and could include:
• Service Area briefings and Q and A
• Team briefings, one to ones and PPDs
• Cascading standard presentations and collecting feedback
• Staff focus groups / team workshop sessions
• Sample interviews
• Snap survey
• Engagement across different services themed by client group e.g. all provision for older people in terms of housing, domiciliary care, advice and support, all provision available for people with a learning disability etc
• Global email
• Learning and Development programme
Could this link with any current or planned joint commissioning priorities? Are the services also subject to an internal restructure? Is there already a plan to either commission out the service, or to keep in house? Are there any key interdependencies with other Council services or external providers? Do all staff have IT access?
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(d) Commissioners and all ASC staff
Interest (stake) Potential methods / tools Links and prompts
Commissioners in ASC are key to shaping, influencing then implementing the new commissioning model, Market Position Statement, Outcomes Framework and ensuring that commissioning priorities are understood and implemented by all ASC staff. Commissioners are also key to improving services and maximising resources through joint service planning, reviewing and commissioning with external bodies All ASC staff have a stake in the successful development, and implementation of the new commissioning model and new way of working, including front line staff e.g. Brokerage, See and Solve, also support functions such as finance, IT and Procurement
The approach will depend on if new commissioning model requires change that is technical or cultural. Cultural / attitudinal change will require a more in depth, ongoing method of staff engagement whereas technical / process change may only require information, feedback and training.
• Service Area briefings and Q and A
• Team briefings, one to ones and PPDs
• Cascading information and updates via Assistant City Manager and City Managers meetings, SMT, DMT etc
• Staff focus groups
• Sample interviews
• Snap survey
• Engagement across different services themed by client group e.g. all provision for older people in terms of housing, domiciliary care, advice and support, all provision available for people with a learning disability etc
• Global email
• Learning and Development programme
Which staff / roles will have to do things differently in future? What level of engagement is required: e.g. information, consultation, co-design? What are the issues / risks / opportunities that staff need to be aware of?
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(e) Other Council Service Areas
Interest (stake) Potential methods / tools Links and prompts
In many cases other Council services will be in contact with, and in some cases will also be supporting people who are supported by ASC services. Colleagues in Housing, Hull Advice, Area Teams, Community Safety, Public Health and Childrens Services all work with communities and the individuals and families within them. Colleagues in Procurement, Equalities and Business Intelligence can offer valuable advice to ensure your planned engagement meets god practice guidance and legal requirements Joining up approaches to information sharing and support provision across services and directorates can help make best use of resources, promote a whole person / whole family approach and avoid duplication (Making every contact count)
Methods chosen will depend on the level of ‘crossover’ that services have with different groups of people and the potential for more joined up approaches to implement the new commissioning model. Could include:
• Service Area briefings and Q and A
• Team briefings
• Cascading information and requesting feedback across the Council via Assistant City Managers and City Managers meetings, SMT, DMT etc
• Area Partnerships
• Staff focus groups / workshops across different services themed by client group e.g. all provision for older people in terms of housing, domiciliary care, advice and support, all provision available for people with a learning disability etc
• Staff focus groups / workshops based around all services in a neighbourhood area Learning and Development Programme
Do we want to focus on joint working with a demographic group or broader, across a neighbourhood? Do we want to do a Council wide exercise or start with a pilot e.g. one neighbourhood or one client group? What are the internal processes / protocols if engaging on a potential Council wide approach e.g. briefing Portfolio Holders? City Managers? CST? If so, at what stage? See appendix 1, routes to stakeholders for contacts on other Council service areas
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(f) Voluntary, Community and Social Enterprise Sector (VCSE) not currently commissioned by ASC
Interest (stake) Potential methods / tools Links and prompts
VCSE organisations play a significant role in providing care, support and advice services across the city and across all service user groups. The role they have in helping people stay well and independent is a key priority of the new commissioning model. The VCSE sector has a track record of innovation, flexibility and adapting to meet local need. The VCSE sector is a community asset, and part of the solution. Some VCSE organisations provide contracted services, some receive charitable grants for specific projects and many volunteer led groups run on their own fundraising or very small grants. Although external grants e.g. Lottery fund some VCSE service that compliment ASC services, the sector is under pressure and should not be viewed as a ‘free’ resource
In 2016, 486 Hull charities were registered with the Charity Commission, 139 of which employed 3,646 FTE people between them, and the other 333 (70%) employing no staff and relying solely upon volunteers. It is estimated that we have at least the same number of unregistered small community groups in Hull. The range of income, staff numbers and activities and services provided is vast, from unfunded volunteer led groups to large organisations delivering complex services. This means one size fits all is not an option when engaging with the VCSE sector. As with a diverse range of service users, a good starting point is to ask the sector for views on the most appropriate and useful engagement methods , which could include:
• Workshops, presentations, Q and A sessions
• Engagement grouped by service type e.g. all advice, all mental health, all learning disability, all peer support groups, all neighbourhood based groups etc
• Engaging with provider forums or partnership groups e.g. VCS Liaison Group, HEREN, Chief Officers Group
• Market Development Events
• Surveys
• Using umbrella bodies email distribution to reach a wide VCSE audience
What level of engagement is required: e.g. information, consultation, co-design, market development? Could this link with any current or planned joint commissioning priorities e.g. with the CCG? Is there a significant tender coming up that could be used as a pilot for a new approach to market engagement? VCSE Strategy is attached as appendix 2 Examples of how to reach VCSE organisations and routes to engage is attached as appendix 1 The Partnership Mapping document attached as appendix 3 lists potential contacts and routes to engage with groups by area of interest
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(g) Other Public Sector Organisations / Commissioners
Interest (stake) Potential methods / tools Links and prompts
In many cases other Public Sector services will be supporting people, or funding services that support people who are also supported by ASC services. Colleagues the Clinical Commissioning Group, NHS Humber Foundation Trust, and neighbouring Local Authorities all work with communities and the individuals and families within them. Joining up approaches to information sharing, joint planning and engagement, and joint commissioning can help make best use of resources, identify gaps in provision, opportunities for innovation, and avoid duplication
Methods chosen will depend on the level of ‘crossover’ that services have with different groups of people and the potential for more joined up approaches. Different approaches will be required for operational or strategic engagement, but could include:
• Presentations, discussion or workshop sessions with - Joint Strategic Commissioning Board - Health and Well Being Board and Outcome
Groups - Multi Agency Partnership Groups - Key individuals within relevant external
organisations
Do we want to focus on a demographic group or across a neighbourhood? What are the internal processes / protocols if engaging on a potential joint funding / joint commission approach e.g. briefing Portfolio Holders? City Managers? CST? If so, at what stage? The Partnership Mapping document attached as appendix 3 gives a list of potential contacts and routes to engage with groups, boards organisations and by area of interest
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(see appendix 5 for blank WORD version)
Engagement Activity Action Plan – ASC commissioning
1. Lead Engagement Officer:
2. Lead Commissioner:
3. Commissioning workstream:
4. Description of engagement activity:
E.g. Pre – tender consultation for Housing Related Support, or Market Development events for Complex Home Care
5. Purpose of engagement:
What do you want the engagement process to achieve?
What will you do with your findings?
6. What is the key message or question?
State why the involvement of the intended audience is considered important and would be welcomed by ASC
7. What level of engagement are you aiming for?
E.g. Information sharing – Consultation – Engagement – Co-production
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8. Who are your stakeholders?
Stakeholder Who has an interest? Who could help?
Interest / stake E.g. service user, carer, current provider, potential provider, partner organisation, expert knowledge, related council service area,
Approach / activity E.g. event, focus group, survey, meeting, presentation etc
Does this build on any previous consultation, engagement? Give details.
9. Timescales and milestones: When assessing your progress against timescales use the Blue = complete, Green = On track,
Amber = Reasonably on track, may be a few issues, Red = Not achievable, or major issues
Activity Start Finish Dependencies / risks anything that could delay or hinder your activity
Status Red, amber, green, blue
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10. Methods
Engagement Activity E.g. Pre – tender consultation, Market Development event etc
Invitation list E.g current providers from contract list, open invitation via Eventbrite, targeted invitations to key stakeholders
Method E.g. presentation and facilitated workshop, survey, focus group, one to one meetings
Reason for method chosen E.g. workshop discussions will help identify gaps in provision, survey will reach a wide audience etc
Resource requirements E.g. 10 hours staff time, refreshments, data processing, specialist support / advocacy
11. Check before you start (make a note of any advice given under a. b. and c below):
(a) Is an Equalities Impact Assessment required on your approach and planned activity? Yes / No
(b) Is procurement advice required to ensure that the activity adheres to procurement / pre –tender rules? Yes / No
(c) Have you contacted the Corporate Communications and Media Team for advice on messages and audience Yes / No
12. Links and interdependences
Is there any other consultation or engagement due that may relate to the planned activity? Any changes in policy or legislation that you could incorporate into your message / questions?
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Are there any other Council Services that relate to the planned activity and may have an interest / be able to assist? Register your engagement activity with the Business Intelligence Team [email protected] for details of other consultation and engagement, also advice and support if required
13. What will you do with the information you gather? How will you feed back to stakeholders and colleagues?
14. Any comments / concerns / notes
Action Plan approved by: (Name of Manager / DMT /CST as relevant)
Date:
Action Plan updated: Date Updated by: Officer name
Location of Action Plan and findings: (E.g. shared drive location, Alfresco etc?)
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Links and references included as appendices
• ASC Commissioning Engagement Activity Action Plan template (appendix 5)
• ASC Commissioning Engagement Strategy Implementation Plan (appendix 4)
• Hull Place Based Plan (when available)
• City Plan Overview (See appendix 1, routes to stakeholders for contact details)
• Hull City Council Guidance, Principles and Standards for Engagement, Research and Consultation (See appendix 1,
routes to stakeholders for contact details)
• Hull City Council Equality Policy Briefing on Engagement and the Equality Duty (See appendix 1, routes to
stakeholders for contact details)
• Hull VCSE Strategy (appendix 2)
• Routes to engagement (appendix 1)
• Market Position Statement (to follow)
• ASC Outcomes Framework (to follow)
• Hull City Council Housing Strategy (See appendix 1, routes to stakeholders for contact details)
• The full suite of presentations that describe the Future Operating Model (FOM) for Adult Social Care, including the
rationale behind it, the future commissioning approach and the work streams within it can be viewed at
http://home.hullcc.gov.uk/document-search-results?keywords=asc
• Humber, Coast and Vale Sustainability and Transformation Plan
http://www.eastridingofyorkshireccg.nhs.uk/our-plans/stp/
• Hull Health and Well Being Strategy
http://www.hullcc.gov.uk/portal/page?_pageid=221,1027695&_dad=portal&_schema=PORTAL
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• Cabinet Office Consultation Principles
https://www.gov.uk/government/publications/consultation-principles-guidance
• NICE guidance on Community Engagement and Health and Well Being
https://www.nice.org.uk/guidance/qs148
• Hull City Council current consultations page
http://www.hullcc.gov.uk/consultations
• Connect to Support website of care and support providers
https://www.connecttosupport.org/s4s/WhereILive/Council?pageId=322&lockLA=True
• The Compact - good practice when carrying out formal consultation with the Voluntary, Community and Social
Enterprise Sector (VCSE) and gives guidance around timescales for formal consultation.
http://www.compactvoice.org.uk/about-compact
• The Social Care Institute for Excellence guide Co-production in Social Care – What it is and how to do it
http://www.scie.org.uk/publications/guides/guide51/what-is-coproduction/defining-coproduction.asp
Author: Sharon Clay, July 2017
