Engagement & Communications Strategy

Transcription

1 Engagement & Communications Strategy Kalu Obuka (Engagement and Communications Manager) Version Control table Date ratified Version number Status V1.5.5 Final 1

2 Contents Contents Page Number Introduction 3-5 Statutory and policy context for engagement 5-6 The principles behind good engagement & communications practice 6 Wildly Important Goals 7 Wildly Important Goal for engagement & communications 7-9 Embedding our principles 9-12 Audience and stakeholders Tools & channels 15 Key messages 16 Appendices Appendix I: Westminster Joint Strategic Needs Assessment Highlights Appendix II: Central London CCG Style Guide (Introduction) 19 Appendix III: Patient Reference Group and Patient & Public Involvement Network Model

3 Central London CCG decides what health services to buy for people in Westminster. We want to help people stay healthy. We think that listening to what local people tell us will help us to do this. This document talks about the work that we will do to listen to local people and work with our partners to make sure we have the right health services. Introduction Who are Central London Clinical Commissioning Group (CL CCG)? We are an NHS organisation that plans and buys (commissions) health services for people living in the City of Westminster (apart from Queen's Park and Paddington, which is covered by West London CCG). We are made up of 34 GP practices. The CCG serves a registered patient population of 190,000. We are committed to improving the care provided to patients, reducing health inequalities and raising the quality and standards of GP practices whilst achieving a financial balance. More information on our population and health inequalities can be found in Appendix I. The CCG is led by its Governing Body, which includes elected GP members, as well as patients and local residents. The CCG is overseen by NHS England, which makes sure we are able to commission services successfully and to meet our financial responsibilities. What is our vision? Our vision is: Empowering people to achieve sustainable health and wellbeing We will achieve this by working in partnership with patients, carers and professionals to establish high quality local health and social care services that are efficient, effective, coordinated and that reduce inequalities. We can achieve our vision if we: 1. Work with our patients and local residents to them to stay well, this will include promoting accessible self-care information and tools. 2. Support the improvement of long term condition management, through new ways of delivering care. 3. Ensure better outcomes and experiences for older people and for children and adults with mental health needs. 4. Work with providers, patients and the community to drive safety, quality and sustainability in all services 5. Work with CCG staff, our members and providers to make sure that everyone can play their part in delivering the above actions. 3

4 These goals are reflected in our corporate objectives, as well as the high-level key messages we will share with patients and the public. Why is engagement and communications important for achieving our vision? This strategy outlines the way that we will work to share our key messages, and achieve our vision in partnership with our stakeholders. It is our aspiration to revisit this document every year to ensure it remains relevant. We know that we cannot achieve our vision without good relationships and two-way communication between the CCG and its stakeholders. This is reflected in our business objectives. The CCG is committed to ensuring that the patient is at the heart of everything we do. Our approach to commissioning health services is to work in partnership with our patients, residents, the local authority, other healthcare organisations, our GP members and staff. We will work in partnership to deliver healthcare that is patientcentred, led by health professionals, and based on the best available evidence. We want people to feel they are being listened to and that they can make a valuable contribution in setting and meeting the health priorities for Westminster. For this reason, we want to make decisions about health services for Westminster based on the feedback we get from local people, patient experiences, and the involvement of local people on our committees and on our Governing Body. To ensure that local services effectively meet local needs. We will proactively seek patient and public feedback, and provide opportunities for local residents and community groups to influence and help shape our work. Collaborative commissioning across North West London In order to avoid duplications, reduce inequalities and increase efficiency across North West London, there will be an increasing movement towards commissioning services across the eight North West London CCGs. The eight CCGs are: Central London CCG, West London CCG, Hammersmith and Fulham CCG, Hounslow CCG, Ealing CCG, Brent CCG, Hillingdon CCG and Harrow CCG. In terms of Central London CCG s engagement approach, this will mean continuing and increasing our commitment to advertising involvement opportunities collaboratively with our partner CCGs. How was this strategy produced? The contents of this strategy emerged from conversations with voluntary and community sector stakeholders from April-July 2017, members of our User Panel from May 2017, as well as a workshop in July 2017 attended by CCG staff, local healthcare organisations, voluntary sector stakeholders and members of our User Panel. 4

5 The July workshop served as a launchpad for a task and finish group, which has helped to shape this document further. We are also greatly indebted to our collaborative partners in Hammersmith & Fulham and West London CCGs. The CCG needs to listen to local people because it is the law. We also need to listen to local people to make sure we are treating everybody equally. The CCG also needs to follow rules set by NHS England (NHSE). It is an organisation that makes sure we are making the right decisions about services. Using NHSE rules and guidance will make sure that we set the right goals for our strategy. Statutory and policy context for engagement The Health and Social Care Act 2012 This introduced significant amendments to the NHS Act 2006, especially with regard to promoting patient involvement. These amendments include two complementary duties for clinical commissioning groups with respect to patient and public participation. The Act requires the CCGs to promote the involvement of patients, and their carers and representatives (if any), in decisions which relate to the prevention or diagnosis of illness in the patients, or their care or treatment. The CCG must also make arrangements to secure that individuals to whom the services are being or may be provided are involved in commissioning process. The Public Sector Equality Duty The Public Sector Equality Duty (the Equality Duty) was created by the Equality Act 2010 in order to harmonise the previous race, disability and gender equality duties and to extend protection to the new protected characteristics listed in the Act. Those subject to the general equality duty must give due regard to the need to: Eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act. Advance equality of opportunity between people who share a protected characteristic and those who do not. Foster good relations between people who share a protected characteristic and those who do not. The Public Sector Equalities Duty provides a legal framework to strengthen and advance equality and human rights. It places a duty on CL CCG to ensure that all 5

6 parts of the community (nine protected group specified in the Act) are actively engaged in CLCCG s commissioning decisions. The NHS Five Year Forward View The NHS Five Year Forward View People and Communities Board, June 2016, have suggested Six principles for engaging with local people and communities. These six principles set out the basis of good person centred, community focused health and care. The six principles require that: 1. Care and support is person-centred: personalised, coordinated, and empowering. 2. Services are created in partnership with citizens and communities. 3. Focus is on equality and narrowing inequalities. 4. Carers are identified, supported and involved. 5. Voluntary, community and social enterprise and housing sectors are involved as key partners and enablers. 6. Volunteering and social action are recognised as key enablers. The principles behind good engagement & communications practice 6

7 The CCG is has set a goal to make sure everyone in Westminster has the chance to influence the decisions we make about local health services. We think we can do this by talking to GP practices, PPGs, Healthwatch, colleagues in the CCG, and community groups. We also have to help them to talk to each other. Wildly Important Goals Central London CCG has been using Wildly Important Goals (WIGs) as a principle and model for improvement. The CCG has many responsibilities. The system it works through and the services it commissions are changing very quickly. In response, the organisation decided to use WIGs to help teams work successfully in this new reality. Key features of WIGs are that: 1. They are measurable from x to y by when 2. Not achieving a WIG would be considered a failure 3. They require approximately 20% of your time/focus 4. You have some control over the outcome 5. They are not business as usual In this way WIGs help teams identify the most important things that they need to achieve, and where their efforts should be focused. Wildly Important Goal for engagement and communications The Wildly Important Goal for staff and partners engaging and communicating on behalf of Central London CCG is: To develop a system for engagement that links the CCG, PPGs and User Panel members together, and offers everyone in Westminster the opportunity to shape and influence their local health service by March This will support the relationships and two-way communication between the CCG and its stakeholders we need to achieve our vision. We will report regularly to senior managers and members of our governing body on how we are doing. We also hope to receive feedback from patients and organisations we work with, including voluntary and community based organisations. 7

8 We will review our WIG in March We would like to do this with patients, GPs, other healthcare professionals, and the voluntary and community sector. Achieving the Wildly Important Goal What we will do Develop a system for obtaining intelligence from GP practices, PPGs, Healthwatch and community groups, and reporting back on you said, we did activity, by December To be implemented by March This to include the NWL S&T team as well as CL CCG. Our model for achieving this is outlined in Appendix III How we will know we ve been successful Minimum of 3 new you said, we did examples to be recorded every 3 months by December These could be based on feedback about the way we engage as well as wider systems and structures, or services commissioned by the CCG. A you said we did/n t report that will be posted to the website and communicated to stakeholders biannually by Dec 2017 By Dec 2017 log of issues identified from the community is established. This will assist our leadership to take decisions with a richer understanding of issues to be considered. Develop a commissioners engagement toolkit and ensure it is being used across the CCG by March % of CL CCG project initiation documents to include completed engagement form by March Work with commissioning project managers to develop strong engagement and communications work streams and identify opportunities for involving our stakeholders. To be shaped further following work of co-design working group. 100% of projects have engagement and communications strategy documents and regular project reporting details engagement activity and outcomes by March

9 What we will do Training for engagement staff in creating easy read documentation and guidance on writing in plain English by September 2017 How we will know we ve been successful Central London CCG engagement team has received training in creating easy read documents by September 2017 Style guide for writing in plain English is published and available to CL CCG staff by September 2017 By December 2017 Central London CCG establishes group or network of patient and public and VCS stakeholders that can act as a document review panel 60% of public-facing documents & 80% of those related to engagement and/or formal consultation are reviewed by patient public and VCS stakeholders before release. Embedding our principles In addition to the actions we will take to achieve our Wildly Important Goal, we have identified a number of additional objectives for engagement and communications with patients, CCG staff, and GP membership. Achieving these objectives will ensure that we align with good practice identified by our stakeholders. These objectives were identified through conversations with CCG staff, GP members, members of the User Panel, and voluntary sector organisations. We will report regularly to senior managers and members of our governing body on how we are doing. We also hope to receive feedback from patients and organisations we work with, including voluntary and community based organisations. 9

10 Area Aim / objective Desired outcome Monitoring method Patient & public engagement and communications 1. To notify relevant groups of engagement opportunities at least 4-6 weeks in advance and put in place an evaluation form for patient and public representatives to rate their involvement experience by September % of engagement opportunities to be advertised at least 4-6 weeks in advance by September (We recognise that a significant proportion of engagement might result from unanticipated needs.) 80% of patient representatives to report satisfaction with involvement support by September Survey of PPI network, face to face meetings with patient groups Evaluation form for involvement which tracks satisfaction rates, and number of individuals applying for engagement opportunities. Patient & public engagement and communications 2. To ensure that publicfacing documents are written in plain English 60% of public facing documents are in plain English by September Fleisch-Kincaid tests conducted on documents show reading age level of between 10 and 13. Patient, public & VCS stakeholders review of documents, through PPI Network & Patient Reference Group (see Appendix III) 10

11 Area Aim / objective Desired outcome Monitoring method 3. Public-facing documents are available in variety of languages and formats where achievable and reasonable. 100% of documents translated upon direct request by September 2018 Measure % of significant documents translated into other languages and formats. At least three key strategic documents to be translated into accessible formats, and released at the same time as main materials. Facilitating engagement with a wider range of local groups by September 2018 Internal communications 1. Staff members are signposted for their physical, mental health and emotional needs. 80% of CCG staff members to report familiarity with available services & wellbeing initiatives by September Measure using 2018 staff survey results, OD working group feedback, team meeting feedback. 2. To ensure that staff are effectively engaged and informed on organisational changes. 80% of staff to report improvements by September Measure using 2018 staff survey results, OD working group feedback on the London Healthy Workplace Charter progress and team meeting feedback. 11

12 Area Aim / objective Desired outcome Monitoring method 3. To ensure that staff have access to intelligence from engagement activity 100% of staff use EQIA & engagement toolkit by September Periodic review of toolkit usage, and completed engagement forms. Reviews of engagement activity evaluations. Primary care membership (i.e. GP practices) communications & engagement 1. To increase readership of the GP bi-weekly bulletins by ensuring that information sent across to GP practices is concise, clear and targeted. Monthly readership to have consistently reached 80% of practice managers by June Monitoring MailChimp readership rates; checking at locality meetings that members are aware of latest updates. 2. To increase opportunities for effective two-way communication Through annual Big Conversation survey results to show increase in number of GPs feeling CCG is communicating effectively and that clinical leadership is visible. Measure by survey results and membership understanding of topics as shown at locality meetings. 12

13 Low Influence High The CCG has thought about the groups we must work with closely to be successful. We have also thought about who might need help from us to play a part in our success. These groups are included in the table below. Audience & stakeholders Stakeholders are the groups and individuals that have an interest in what we do. They also have some influence over our work and whether or not we achieve our objectives. It is important to the success of our strategy that we understand who our stakeholders are and the different roles they will play in the delivery of our vision and objectives. The table below is based on conversations with stakeholders about the levels of interest and influence different groups have regarding the work we do. It is adapted from a tool created by Aubrey L. Mendelow (1991). By influence we mean a stakeholder s ability to make things happen, especially the ability to get others to do what you want. By interest we mean how important something is to a stakeholder. Interest Low Residents associations High Health professionals: Healthcare providers GP practices Partner organisations: Health & Wellbeing Board, Local Authority, Healthwatch, other CCGs, Public Health, providers Voluntary and Community groups: PPGs, patient and public representatives, community leaders, large voluntary organisations Housing associations Voluntary and Community groups: Grassroots community organisations Lay representatives Voluntary and Community groups: PPGs, patient and public representatives, community leaders, small voluntary organisations The table shows us the groups with high levels of interest and influence that we must engage closely to achieve our objectives. It also shows us groups that could be 13

14 important to some of the work we will do, but would need help from us to get involved. We aim to use this tool in all of our projects to guide targeted engagement activities and communication. We think we will need to use many different activities to make sure everyone has a chance to play a part in our success. In the table below we want to talk about some of the things we can do. Each level Informing to Devolving means people have more power to make decisions. We also talk about the most important messages we want to share with everybody: 1. We want to work with local people to help them stay well. 2. We want better results for older people. 3. We want better results for people with mental health needs. 4. We want to improve local health services by working with local people, and the people who run local health services. 5. We want to help everyone play their part in delivering the actions above. 14

15 Tools and channels The CCG will employ a range of effective communication and engagement tools and channels to deliver against the principles and Wildly Important Goals we ve identified with our stakeholders. Below is a snapshot of the tools and channels currently available for each level of engagement and participation. It is not an exhaustive list, and it may evolve over time. Each level Informing to Devolving involves greater levels of stakeholder influence. Ladder of Engagement and Participation Level Definition Example Tools Devolving Placing decision-making in the hands of the community and individuals Community development programmes e.g. community champions Innovation programmes Collaborating Working in partnership in each aspect of the decision, including the development of alternatives and the identification of the preferred solution Stakeholders, acting in equal partnership. E.g. Lay Member, service users participating in commissioning cycle Involving Consulting Informing Working directly with stakeholders to ensure that concerns and aspirations are consistently understood and considered, Obtaining feedback on analysis, alternatives and/or decisions, Providing stakeholders balanced and objective information to assist them in understanding problems, alternatives, opportunities and solutions. Patient, Reference Groups e.g. User Panel Community network events Service users participating in commissioning cycle Surveys, Resident associations Focus groups Community events & stalls PPGs Websites Twitter Newsletters Leaflets & flyers GP promotional screens Press releases Community events & stalls 15

16 Key messages Our high-level key messages are: 1. We will work with our patients and local residents to them to stay well, this will include promoting accessible self-care information and tools. 2. We will support the improvement of long term condition management, through new ways of delivering care. 3. We will help to ensure better outcomes and experiences for older people and for children and adults with mental health needs. 4. We will work with providers, patients and the community to drive safety, quality and sustainability in all services 5. We will work with CCG staff, our members and providers to make sure that everyone can play their part in delivering these goals. We will work with our partners to co-ordinate consistent repetition of key messages to our stakeholders in ways that are easily understood and accessible to them. 16

17 Appendix I Westminster Joint Strategic Needs Assessment (JSNA) Highlights Westminster is a densely populated and vibrant Central London borough, with a daytime population three times the size of the resident population. The area has a large proportion of young working age residents and very few children, as well as high levels of international migration and cultural diversity, with rich and poor living side by side. Age and gender Westminster is a vibrant central London borough. The age profile in Westminster is common to other inner city areas in that it has a very large working age population and smaller proportions of children in particular (the smallest in London). The proportion of the total population aged 65+ is similar to London, but not as large as England. Compared to London, the borough has the 10th highest proportion of younger working age residents, the 21st highest of older working age residents and 15th highest of retirement age. The gender split is unusual, with more men than women. This is particularly the case in the year old age groups, but there are more women in the 50+ groups. Diversity Over of half the borough s population were born abroad. There are a smaller proportion from White British groups (accounting for a third of the population), and the 2nd highest proportion nationally from other White backgrounds (26%), with American, Australian and European groups (particularly French and Italians) among the more prominent communities living in the borough. Four in 10 (38%) of the population is from Black, Asian and minority ethnic (BAME) groups, up from 27% in Westminster has a smaller Black population and Asian population than the London average, but the largest proportion nationally from the Arab group (e.g. Middle East & North Africa) and the 14th highest from Mixed Just under a third of the borough s residents state their main language is not English and, of these, 1 in 7 state they are not able to speak English well; this is around 4% of the borough s population. Arabic is by far the most common language after English, followed by French, Spanish, and Italian. The local population is very mobile: 18,100 people moved in and 21,300 moved out in the year to June Turnover of population can create significant challenges in providing public health services as well as accurately recording the population size. Housing Nine out of ten (91%) of the borough s housing stock is made up of flats, compared to half in London. Many of these flats have limited outdoor space and half have no entrance at ground floor level and some have no lifts, potentially making access difficult for some people with mobility issues. Four in 10 people (39%) live in private rented housing the highest in London and a lower proportion (29%) are owner occupiers the 5th lowest in London. Just over a quarter (28%) live in social 17

18 housing, which is more than is typical of London. Forty five per cent of households are one person households, the 2nd highest in the country. One in 10 households (10.4%) is a lone pensioner household, higher than London (9.6%) but lower than England. Almost half (45%) of older people live alone, carrying a risk of social isolation. Pressure on social housing stock and property prices in London has resulted in overcrowding, particularly among families. Across all tenures, a similar proportion of households (13%) are considered to be overcrowded, compared to London (12%). Social factors Despite some of the highest house prices in the country, parts of the borough are still deprived, with the borough being the 87th most deprived in the country in 2010 according to the index of multiple deprivation, which is based on a range of economic, social and housing indicators. Pockets of deprivation are particularly focussed in the northwest of the borough, Church St, and parts of Pimlico. These areas usually correspond to areas of social housing and poorer than average health. Over a third of children under 16 (35%) live in poverty according to official definitions, which is higher than London and England. The Job Seekers Allowance rate (2.4%) is lower than London (3.1%) and Great Britain (2.9%), but rates are over double this in areas such as Queen s Park, and high in Harrow Rd and Church Street. 18

19 Appendix II Central London CCG Style Guide (Introduction) Our identity is important. It affects how people think and feel about Central London Clinical Commissioning Group (CCG). This style guide is designed to help us use the NHS corporate identity correctly, reassuring people that we are part of the NHS family, and that our services are being delivered in line with our values to present a consistent, approachable and recognisable image of Central London CCG in all our communications. As an NHS organisation, it is important that what we say should be readily understandable. When thinking what we want to say, we should say it as simply as possible. Keep in mind George Orwell's six elementary rules: Never use a metaphor, simile or other figure of speech which you are used to seeing in print. Never use a long word where a short one will do. If it is possible to cut out a word, always cut it out. Never use the passive where you can use the active. Never use a foreign phrase, a scientific word or a jargon word if you can think of an everyday English equivalent. Break any of these rules sooner than say anything outright barbarous. 19

20 Appendix III Patient Reference Group & patient and Public Involvement Network Model Governing Body PPI Lay Member x1 (PRG Chair) 9 locality PPG members: 3 South, 3 Central, 3 North 7 VCS members: Patient Reference Group (25 (25 members) 3 Community 4 Staff: Champions Coordinators One Westminster, Carers Network, Young Westminster Foundation, Older people s org TBC, Spectra BME Health Forum, Homelessness support org TBC Engagement Lead, Quality Lead, Clinical Lead, SMT Member Healthwatch PPG members VCS Orgs Patient Groups Practice & other staff Healthwatch Other stakeholders Patient and Public Involvement Network Patients, Public, People 20

21 The Patient Reference Group (PRG) and Patient and Public Involvement (PPI) Network will be a firm foundation for achieving our objective: To develop a system for engagement that links the CCG, PPGs and User Panel members together, and offers everyone in Westminster the opportunity to shape and influence their local health service by March The purpose of the Patient Reference Group is to provide a bi-monthly forum where patients and the public can engage the CCG with the planning, design, commissioning and evaluation of health services and the identification of commissioning priorities. The Patient and Public Involvement Network will allow anyone who is digitally included to engage in a way that suits their preferences and interests. The network will help the CCG to engage with large number of people quickly, especially when we cannot wait for the next bi-monthly PRG meeting. We would be able to ask questions, check public-facing documents are accessible, and tell people about opportunities to get involved in our work. Neither of these would replace the face-to-face engagement we know will be needed to engage with many people in our community. 21