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COMMUNICATION and ENGAGEMENT STRATEGY 2015-2018 Page 2 Communication and Engagement Strategy 2015-2018

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COMMUNICATION and ENGAGEMENT STRATEGY 2015-2018 Page 2 Communication and Engagement Strategy 2015-2018 COMMUNICATION AND ENGAGEMENT STRATEGY 2015-2018 Page 2 Communication and Engagement Strategy 2015-2018 1. WELCOME 4 Our focus for 2015-2018 2. OUR STRATEGY 5 3. NATIONAL CONTEXT 6 4. WHAT WE WILL DO 8 5. EVALUATION 12 Social media and websites. APPENDIX Appendix 1: Our work 2013-15 13 Appendix 2: SWOT 15 Boost our work with young people and minority groups in our area. Continue to engage, and attract more people to attend our public meetings, such as Governing Body and Community Engagement Group. Communication and Engagement Strategy 2015-2018 Page 3 Our audience (this list is not exhaustive) Market Stalls Conversations Community Engagement Group Locality Groups Patient Revolution Healthwatch Suffolk ENGAGE Voluntary and Community Sector Public Press Public Health Suffolk Social Media PARTNERS INFORM Suffolk County Council Website GPs Mid Suffolk and Babergh District Councils INVOLVE Source: Stakeholder St Edmundsbury Borough Council Health Forum Youth mapping chart - NHS Providers Johnson, G. Scholes, K and Whittington Black and Minority Ethnic Groups Shared decision-making R (2005) Exploring corporate strategy. Harlow: Financial Times Staff engagement GP Member Practices Prentice Hall 7th ed. Communication and Engagement Strategy 2015-2018 Page 4 1. WELCOME At NHS West Suffolk Clinical Commissioning Since we began as a CCG in 2013 our priority It sets out the vision for the NHS of the Group (WSCCG) our ambition is to deliver has been to listen to and engage with the local future and the steps that need to be taken the highest quality health services in west population as we recognise that effective two- to ensure a sustainable health service which Suffolk by working with local people, the way communication is essential to making local continues to provide comprehensive and voluntary and charitable sector and our NHS healthcare services the best they can be. This will high quality care for all. and statutory partners. continue to be integral to our work during 2015-18. By listening and responding to our patients and The CCG is the NHS organisation that public our CCG can commission the most effective commissions (or buys) health services for the It is also important that we continue to work services that meet local needs. This strategy residents of the West Suffolk area. Clinically effectively and efficiently with the GP practices sets out how we will do this. led by GPs, we plan and buy the majority of in west Suffolk and our health and social care local health services including those provided partners across the county so that together we Yours sincerely in hospitals, the community, mental health and can, collectively, improve health outcomes. some voluntary and third sector services. In October 2014, NHS England published its The CCG represents 25 GP practices and provides Five Year Forward View, in which it sets out how healthcare services for around 240,000 people in the health service needs to change going forward, West Suffolk. arguing for a more engaged relationship with patients, carers and the public to promote Jo Finn Dr Christopher Browning The purpose of this Communication and health and wellbeing and prevent ill-health. CCG Lay Member Chairman Engagement Strategy 2015-18 is to set out how responsible for the CCG will achieve this ambition by working patient and public with West Suffolk residents engagement Page 5 Communication and Engagement Strategy 2015-2018 2. OUR STRATEGY We have considered the national guidelines for engagement and listened to the views of our patients and public to develop a clear strategy for communications and engagement. Part of this is keeping doing what works well, and to develop areas where there is scope for improvement, such as social media and websites and our work with young people and minority groups. In the last three years we have built up strong partnerships and trusting relationships with those who work with us, those who are engaged and those we want to engage with in the future. Our strategy principles will remain the same: By communicating well - by telling people We will make sure that we continue to be: what we are doing and what we have done • Trust and mutual respect as a result of what they have told us - we are • Timely - we communicate when it matters. • A patient-centred approach seeing clear benefits for our patients. These • Focused - we get to the point and avoid • Adapt and adopt best practice from include high quality services, shared goals jargon. partners, other regions and patients alike and understanding and working with patients • Proactive - we communicate face to face • Honesty and transparency - which includes to get services right first time. We know we where possible. managing down expectations as well as cannot do everything, so it has been equally • Honest - we tell people how it is and raising them. important to explain why when we have not encourage honest feedback. • Early involvement so that there is a ‘no always been able to carry out exactly what • Consistent - we use plain English. surprises’ culture. people suggest. • Integrated - we aim to be joined up in • Confidentiality and discretion. our messaging with member practices • Address conflict swiftly and move forward and partner organisations and listen and jointly. feedback in response to the issues raised. • Accessible - we aim to be available to reach different people in different places which are convenient and accessible to them, and to consider any suggestions for improvement. Communication and Engagement Strategy 2015-2018 Page 6 3. NATIONAL CONTEXT Five Year Forward View Health and Social Care Act 2012 The Commissioning Cycle Over the next three years our work will focus on The Health and Social Care Act 2012 requires Commissioning services is a continuous process delivering the NHS Five Year Forward View. This CCGs to: of improving services, which deliver the best ‘Forward View’ sets out a clear direction for the possible quality and outcomes for patients, to NHS - showing why change is needed and what • Enable patients and carers to participate in meet the health needs of the whole community it will look like. Some of what is needed can be planning, managing and making decisions and reduce inequalities with the resources brought about by the NHS itself. Other actions about their care and treatment through the available. We will engage with local people and require new partnerships with local communities, services they commission. other stakeholders from the beginning of the local authorities and employers and at the heart • Enable the effective participation of the public commissioning process and throughout to ensure of this will be more engaged relationship with in the commissioning process itself, so that that their views are incorporated in the decision patients, carers and the public to promote health services reflect the needs of local people. making process. and wellbeing and prevent ill-health. • Engage with the public before making decisions on changes to local health services. http://www.england.nhs.uk/wp-content/ uploads/2014/10/5yfv-web.pdf http://www.legislation.gov.uk/ukpga/2012/7/ contents/enacted NHS Constitution The NHS Constitution establishes the principles and values of the NHS in England. All NHS bodies are required by law to take account of the Constitution in their decisions and actions. It is enshrined in the NHS Constitution that people have the right to be involved: “You have the right to be involved . in the planning of healthcare services, the development and consideration of proposals for changes in the way those services are provided, and in decisions to be made affecting the operation of those services.” For example, ‘you have the right to make choices about your NHS care and to information to support those choices.’ As a CCG operating closer to the patient through practice leadership we will be able to promote Choice strongly. Page 7 Communication and Engagement Strategy 2015-2018 Equality Delivery System (EDS2) The EDS2 system is a key part of our strategy and requires us to work through engagement with local interest groups. One of the identified priorities of the plan is to achieve meaningful Equality Act engagement with patients, carers and the local community. As commissioners of local health care, we want people to experience healthcare that meets our We will use the EDS2 to: standards. We are committed to take account of the differing needs of local people who might • Maintain good equalities and diversity practice otherwise be disadvantaged. throughout the work of the organisation - both as a commissioner of services and as an The Equality Act 2010 widens and strengthens employer. previous legislation to protect people from • Using existing information, identify areas in discrimination and inequality on the basis of which equalities needs to be addressed. characteristics, such as age, disability, gender • Where information is missing, identify actions re-assignment, marriage and civil partnership, to gather relevant information. pregnancy and maternity, race, religion or belief, • Develop ways to address known inequalities sex, and sexual orientation. We have a legal • Prioritise our equality objectives. obligation to meet the requirements of the Equality Act, including the new public sector The Chief Operating Officer and Lay Member for equality duty. Understanding the effect of our Patient and Public Involvement have responsibility policies and practices on people with protected for the CCG’s work on equality and diversity characteristics
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