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OCCGs Patient and Public Engagement Strategy 2015 - 2019

Patient and Public Engagement Strategy 2015 - 2019

6. Key Messages

OCCG has already agreed and set out its corporate vision and objectives and its core values in Oxfordshire Clinical Commissioning Group’s strategy for 2014/15 -2018/9. These have been developed into key messages which underpin all of its communications and engagement activities.

The high level key messages for OCCG are as follows:

 

  • We are Oxfordshire Clinical Commissioning Group. We buy health services on behalf of everyone living in Oxfordshire. To do this successfully we need to work with local people, Oxfordshire GPs, hospital clinicians and other partners (including local government and the voluntary sector).

 

  • We are committed to:

putting patients’ needs first

working with the people of Oxfordshire to develop quality health services fit for the future

working with GPs, hospital clinicians and other partners to tackle health inequalities

giving you a chance to have your say on the health priorities which matter to you.

 

  • We believe you can make a difference to the way in which our health services are delivered.


 

7. How will we delivery the Strategy?

The process for implementing the strategy is outlined below:

 

  1. Give a ‘face’ to the organisation by developing a pool of spokespeople (managerial and clinical) and maximise opportunities to promote the people behind the OCCG.
  2. Develop new ways of engaging with our stakeholders, exploring routes and building dialogue with a more diverse range of patients and public.
  3. Work closely with black, ethnic and minority community groups and faith leaders through OCCG’s Equality and Access Co-ordinators.
  4. Deliver a pro‐active media campaign to publicise the ways in which the public can be involved in the work of OCCG. This will include the continued development of ‘Talking Health’ as an innovative online engagement and consultation tool and working with partners to leverage their communications channels.
  5. Continue to develop and embed the use of Patient Advisory Groups for planning specific service changes in services commissioned by OCCG.
  6. Hold twelve public meetings (two in each Locality) per year with the Public Locality Forums.
  7. Hold OCCG Governing Body meetings in public six times a year and hold an annual public meeting every year.
  8. Produce an external newsletter to share information with the public about the work of the CCG.
  9. Develop and publish a protocol for engagement.
  10. Develop our online platforms (OCCG’s website, Facebook, Twitter, You Tube) and ensure information received is used in service redesign where applicable.
  11. Develop and embed Experience Based Co-design (EBCD - see Glossary) within service change where appropriate.
  12. Support the continued development of public and patient engagement in the six Localities by working in partnership with the Public Locality Forums.
  13. Plan communications and engagement on a project by project basis to support specific work streams within the OCCG. Each project will have its own tailored communication and engagement plan and activity. Where possible, a lay representative will be identified to join the project team to provide a patient perspective and communicate with other relevant stakeholders before the project is underway.
  14. Develop a more active digital / online presence to identify and develop new engagement opportunities through Twitter and Facebook and other online platforms.
  15. Produce a consultation response report following each consultation, analysing the responses received and how the consultation responses will be used to inform the related project. This response report will be published on Talking Health and made available to survey respondents.
  16. Build OCCG’s reputation and visibility through proactive and responsive media handling.
  17. Join up and coordinate OCCG’s public engagement activities with Oxfordshire County Council.
  18. Undertake a campaign to recruit members to Talking Health concentrating on a wider demographic that currently registered.
  19. Develop a training and induction programme for OCCG staff to ensure they are aware of statutory duties around public engagement and ways in which they can be supported to engage the public.
  20. Develop and regularly run a survey which will benchmark engagement reach and test understanding among patients and the public. Undertake an annual review.
  21. Close the loop - ‘You said, we did’. At the point that a patient and public engagement project is completed, all feedback will be collated into a report and published on Talking Health. This enables respondents and the wider public to see the full findings of the consultation. We will also aim to go back out to all respondents and let them know how OCCG used the feedback received and integrated it into project decisions or the strategic direction of the organisation. We will also aim to show how public input has helped the CCG to improve the services.
  22. Follow-up ‘closing the loop’ by showing how OCCG has improved the delivery of services

Do you have any other suggestions as to how we can deliver the strategy in a measurable way?  Please save your answer (You will be notified that your answer has been successfully saved)

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8. Measuring the success of the Strategy?

We intend to measure the success of implementing the Patient and Public Engagement Strategy by:

  • Undertaking a benchmarking review with stakeholders around public engagement and undertake an annual review.
  • Reviewing the quality / quantity of information received and the diversity of those stakeholders.

How would you measure the success of this strategy?  Please save your answer (You will be notified that your answer has been successfully saved)

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9. Monitoring

The OCCG Lead Director for Communications and Engagement will have overall responsibility for the Strategy. A number of elements will be delivered through the Central Southern CSU Communications and Engagement Service, as specified in the SLA and monitored regularly through SLA and customer meetings, a six monthly performance report is received by OCCG from the Central Southern CSU Communications and Engagement Service. OCCG Governing Body will receive a report outlining engagement activity at its meeting in public on a six monthly basis; the Lay Representative on the Governing Body for patient and public involvement receives an update on activity and progress on a bi-monthly basis and an annual review with stakeholders will take place to measure the effectiveness of the strategy.

Do you have any additional comments or suggestions about the strategy, its implementation and measurement?  Please save your answer (You will be notified that your answer has been successfully saved)

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Appendix 1: Duty to involve & statutory obligations

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 further 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 again 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, supporting 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.

GP commissioners will be required to comply with all current legislation and policy for public involvement in the future.

 

More information about these documents is available on the Department of Health website: http://www.england.nhs.uk/wp-content/uploads/2013/09/trans-part-hc-guid1.pdf

Appendix 2: terms used in this strategy

Audience – Stakeholders who share similar characteristics or interests

Conversion rate - Those press releases distributed that receive coverage.

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

Experience Based Co-Design – This when patients share their view at the beginning of a project of a particular experience; they tell the story of their patient experience on film.  The purpose of the filming is to share patient experiences with clinicians during the development of the full business case and full pathway redesign.  The intention is to remind clinicians that the process is patient centred, to reaffirm the holistic needs of patients to clinicians and to demonstrate what makes a ‘good’ service.

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. Each top tier and unitary authority has had its own health and wellbeing board since April 2013.

Healthwatch Oxfordshire – The successor organisation to the Public Involvement Network.

Objectives /strategy / tacticsObjectives describe where the organisation wants to go; strategy is how the organisation is going to get there; tactics are the operational activities to deliver the strategy.

Patient Advisory Groups - PAGs are active patient groups, promoting partnership between patients and the CCG in the development of services. Patients who have experience of using specific relevant services under consideration are recruited, to be part of PAGs, to ensure there is patient involvement in the projects from the beginning.

Patient Participation Groups - Patient Participation Groups are groups of patients working with their registered GP practice to improve services and to promote health and improved quality of care in their local area.

Profile – The extent to which OCCG attracts public notice; that is, OCCG’s prominence in the health and social care sector in Oxfordshire and nationally.

ProtocolGuidelines for the way that business is conducted to ensure a uniform approach and manage expectations.

Public Locality Forum – There are six Public Locality Forums, one in each of the six OCCG Localities. Each Forum has its own membership and Terms of Reference which facilitates OCCGs public and patient engagement. The aims of the forums are to ensure that the views and concerns of their patients and communities can be fed into plans at both a Locality and County wide level within OCCG.

Stakeholder - A person or external organisation that may be affected by, or able to influence, a decision taken by Oxfordshire Clinical Commissioning Group

Stakeholder engagement – A topic-focused dialogue between stakeholders and the organisation, to find out which issues matter most to the stakeholders. The purpose is to improve the information used in the organisation’s decision-making.

Thank you for sharing your views on this Strategy.  The results of the public feedback will be shared in due course.

 

Thank you.

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