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1 Appendix 3.4 MEETING: Haringey Clinical Commissioning Group Governing Body DATE: Thursday, 25 July 2013 TITLE: Communications and Engagement Strategy: update on progress LEAD DIRECTOR/ MANAGER: Jennie Williams Director of Quality and Integrated Governance AUTHOR: Caroline Rowe, Head of Communications and Engagement CONTACT DETAILS: SUMMARY: This report provides a progress update on the implementation of the CCG s Communications and Engagement Strategy and the Patient and Public Engagement (PPE) Strategy. SUPPORTING PAPERS: Haringey CCG s Communications and Engagement Strategy Haringey CCG s Patient and Public Engagement Strategy Both strategies are available on the CCG s website: RECOMMENDED ACTION: The Governing Body is asked to: NOTE this report and the progress of the Communications and Engagement Sub- Committee in implementing both strategies. Objective(s) / Plans supported by this paper: Engagement is one of the CCG s core values and should underpin and support all the CCG s work and objectives. Audit Trail: This paper has been circulated electronically for comment and approval to the Communications and Engagement Sub-Committee and tabled at the Quality Committee on 17 July Patient & Public Involvement (PPI): The Communications and Engagement Strategy and the Patient and Public Engagement Strategy set out how the CCG is going to embed good patient and public involvement practices in the organisation and systematically throughout the commissioning cycle. Equality Analysis: Both strategies set out how the CCG will consider the different needs of our communities in our engagement and communications activities. An equality screening analysis was carried out on the PPE strategy in May The analysis showed

2 that the strategy makes a strong commitment to inclusion and the intended benefits will help advancing equality and diversity in Haringey. Risks: The biggest risk to the implementation of the strategies is the capacity of the Head of Communications and Engagement. This risk is being managed by the recruitment of an assistant, and on-going discussions with the Commissioning Support Unit about the support they can provide. Resource Implications: There are some resource implications associated with the implementation of the both strategies. For example, costs to run successful network and stakeholder meetings and costs to provide continuing support to practices to help them set up and manage their patient participation groups. The Head of Communications and Engagement has a small budget to support the implementation of these strategies.

3 Communications and Engagement Strategy: update on progress 1. INTRODUCTION The CCG s Communications and Engagement Strategy was agreed by the Governing Body in August 2012 and reviewed and updated in January In late 2012, the CCG started to develop its Patient and Public Engagement Strategy (PPE) - a subset of the overarching Communications and Engagement Strategy, focused specifically on our aspirations for engagement. The PPE strategy was developed more collaboratively, and included a consultation period with stakeholders, colleagues and members of the public. The PPE strategy was adopted in May Both strategies are available publically on the CCG s website. The implementation of both strategies is being overseen by the Communications and Engagement Sub-Committee and operationally by the CCG s Head of Communications and Engagement. This report provides an update on some of the key areas set out in the Communications and Engagement Strategy action plan. The Governing Body is asked to note this report and the progress of the Communications and Engagement Sub-Committee in implementing both strategies. 2. Engagement 2.1 Commissioning intentions engagement The CCG is aspiring to be more systematic in its engagement and development of commissioning intentions throughout the year. This includes establishing ways of better involving the public in commissioning plans and giving people a real chance to influence the strategic priorities of the organisation. One of the ways we are doing this is through a number of events, including public meetings, network events, and culminating in a big stakeholder event in October. At this event, the CCG will clearly be able to show how people s views from previous engagement events have informed the draft intentions. The CCG s planned approach to engaging people in commissioning intentions was presented to the Health and Wellbeing Board in May. 2.2 Public meetings The CCG held two public meetings on 19 and 20 June, one in the east of the borough (Tottenham Town Hall) and one in the west (Moravian Church Hall). Around 200 people attended the meetings, along with many members of the Governing Body. The meetings started with an introduction to the CCG from Dr Helen Pelendrides, included a question and answer session and ended with some facilitated round table discussions of some health scenarios. The scenarios were based on real situations and people in Haringey, though all personal details were changed. The aim was to hear people s thoughts and elicit feedback on the scenarios to inform the development of the CCG s commissioning intentions. A report summarising the discussions and people s feedback is being produced by Havco (the

4 organisation commissioned to organise and facilitate these events) and will be shared on the CCG s website and with the team who are developing the commissioning intentions. The scenarios are now on our website, with an online questionnaire, so that people who weren t at the public meetings can also share their thoughts. Many questions were posted at the meetings on graffiti boards around the room. Answers to all these questions were posted on the website on 3 July. 2.3 The CCG s network The first meeting of the CCG s network took place on 17 July. The network includes patients who were recruited through the GP practice patient participation groups (PPGs), and the third sector. This is to ensure that the network is more representative of Haringey s profile. In September, the network will be looking at and discussing the CCG s draft commissioning intentions for 2014/15. In light of this, July s meeting focused on providing briefing and information about the Haringey s joint strategic needs assessment (JSNA) which underpins the CCG s decision making. The network also heard about the CCG s longer term plans and objectives to provide the context for the annual cycle of decision making. 2.4 Development of Patient Participation Groups (PPG) in GP practices Just over half of Haringey s GP practices currently have a PPG giving access to over 65% of the population to a group to get involved with influencing how the practice s services are run. The CCG is providing support to all practices to help them set up a PPG and maintain it, via an organisation called Health Link. Although it is up to individual practices whether or not they have a PPG, the response from practices to this support offer has been very positive to date. The CCG is providing this support to all practices on the basis that they will facilitate the relationship between the PPGs and the network. Health Link provides progress reports to the Communications and Engagement Sub-Committee monthly. 2.5 Visits The Head of Communication and Engagement and the Lay Member with Patient and Public Engagement responsibility are undertaking a number of outreach visits to different community groups to talk about the CCG and hear about people s experiences of health and health services. There is an open offer for any groups to invite us to visit. A log of all engagement activities is being held and Governing Body members are asked to share any visits that they make with the Head of Communications and Engagement to be included in the log. 2.6 How you can help us booklet This booklet provides the detail that is missing from the PPE strategy about all the different ways that people can get involved and give their views on health services in Haringey. It was produced in hard copy for the public meetings and is available on the CCG s website. The booklet is currently being updated to include information on the CCG s equality objectives and more detail on how people can access the information in different formats

5 and languages. This follows very useful feedback from the Haringey Equalities Network event on 27 June which the CCG attended and presented. 2.7 Involving patients in service redesign and procurements We are currently developing a very short framework which shows how we will involve people in service redesigns and procurements, and the criteria which we will use to select people to be involved in this work. This is a very important part of our PPE strategy. The framework will be agreed by the CCG s senior management team and widely shared with all staff. It will also be publically available on the website. 2.8 Recruitment of patient representatives to CCG committees A recruitment process to find patient representatives to join the Quality Committee and Communications and Engagement Sub-Committee will start in the autumn. 3. COMMUNICATIONS 3.1 CCG s prospectus In May 2013, the CCG published its prospectus. This is a short document which introduces Haringey CCG: who we are; our values and aims; how money is spent; and our priorities for making sure people in Haringey live long and health lives with access to high quality services. The prospectus was also presented at the July Health and Wellbeing Board meeting, is available on the CCG s website and printed copies have been handed out at public meetings. 3.2 E-communications and social media The CCG s website is now fully up and running - and is receiving positive feedback. A dedicated intranet site for GPs and practice staff has also been developed and promoted through collaborative meetings and practice manager forums. An intranet site for CCG staff is also up and running. The Communications and Engagement Sub-Committee is now looking at how the CCG can best utilise social media channels as part of its engagement. We want to make sure that if we are going to use social media, we are resourced to use it properly and effectively to avoid many of the common pitfalls. 3.3 Choose Well campaign A Choose Well style campaign is currently being planned and will be delivered across Barnet, Enfield and Haringey from late summer through to winter (as part of the BEH Clinical Strategy programme board). The main aim of the campaign is to help people understand and find the right service for their needs, promote the new NHS 111 phone number and reduce the number of people who feel they have to go to A&E because they are not aware of the alternative services and how to access them. 3.4 Media handling Media handling for Haringey CCG is managed by the Commissioning Support Unit (CSU). The CCG has asked the CSU to develop a database of local media, especially including

6 ethnic media and community channels. The CSU is also producing a schedule of potential media opportunities which link into national health events and campaigns, as well as developing a short introductory video about the CCG and health system changes for the website. Helen Pelendrides has also given two very good interviews on behalf of the CCG to the Ham & High Broadway (published in May) and Haringey People - the Council s magazine for all residents which is due out this summer and will go into every household. 4. Healthwatch Haringey Healthwatch Haringey was established on 1 April The CCG has met with Healthwatch to agree a way of working together. This includes Healthwatch having a place on the CCG s Governing Body as observer with speaker rights and being a member of the Communications and Engagement Sub-Committee. Healthwatch are in the early stages of their development so we remain flexible about how we will work together in the future. The CCG is aware of the need to support Healthwatch s development and not duplicate their work. 5. Monitoring The action and implementation plan for both strategies is currently being updated and will be presented to the September Communications and Engagement Sub-Committee. The Sub-Committee reports through the Quality Committee and the Governing Body will receive a full update twice a year. We expect our approach to communications and engagement to change and develop over time as the CCG develops and we receive feedback from our stakeholders. We will listen to feedback, learn and adapt our approach and review the strategies annually. The Communications and Engagement Sub-Committee will be developing some ways for monitoring the implementation of the strategies and their success.

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