Connecting CCG patient and public involvement into the - PowerPoint Presentation

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Connecting CCG patient and public involvement into the

HIOW Sustainability and Transformation Partnership

20

th

June 2017

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Susanne Hasselmann,

Chair, National Lay Member NetworkNHS Clinical Commissioners

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Aims for today:

Strengthen relationships between CCGs and Wessex Voices/ Healthwatch

Consider how successful current PPI mechanisms are in addressing our local challenges

Develop an Action Plan for the next 6 – 12 monthsSlide4

Agenda

Time

Session

Lead

1325

‘What

are the challenges facing the HIOW’s health systems and how will public and patient involvement form part of the STP governance arrangements?’

Followed by discussion

Richard Samuel, SRO for the Hampshire Isle of Wight Sustainability

& Transformation Partnership

1345

Who

are we and what do we do?

Reps from various

organisations

1415

Workshop

discussions

Jessie Cunnett

1550

Next

steps

Susanne HasselmannSlide5

Services are created in partnership with citizens and  communities

Care and support is person-centred: Personalised, coordinated, and empowering

Focus is on equality and narrowing inequalityCarers are identified, supported and involved

Voluntary community and social enterprise, and housing sectors are involved as key partners and enablers

Volunteering and social action are key enablers

(National Voices)

Six principles for engaging people & communitiesSlide6

Streamlining our actions to make Public and Patient Involvement the best we can

Individual Involvement

Collective Involvement

Co-production

Vascular

NCM DevelopmentSlide7

Richard SamuelSenior Responsible Officer,

HIOW Sustainability and Transformation Partnership

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3 Private and

Confidential

T

he

Hampshire and Isle of Wight Health and Care

Sustainability and Transformation

PartnershipSlide9

Opening reflections

In the last decade we have seen some extraordinary achievements

Extraordinary responsiveness and commitment

Record cancer survival rates

Hospital acquired infections now amongst lowest in Europe

Emergence of precision medicine

80% of people in stroke units rated good or excellent

Public satisfaction highest in all bar 3 or the last 30 years

Life expectancy increasing at the rate of five hours per day

The wonderful and extraordinary

gift of ageing: Over 85s will double

in the next 20 yearsSlide10

The five NHS paradoxes

We are getting healthier, but we are using the NHS more

Quality of care is improving but more transparency about care gaps and mistakes needed

Staff numbers up but staff under greater pressure

Public are highly satisfied with the NHS but concerned for its future

The NHS is both transforming and reaching breaking point.

The job of the collective leadership of health and care is to work together to prevent the NHS from reaching crisis whilst not losing the unique character of the NHS.Slide11

2017/18 work programme

Delivery for 2017/18

Cancer 62 day

ED Standard

Mental health access standards

Primary care resilience and access

Workforce solutions

Financial delivery

Transforming Delivery Capability

Create integrated place based delivery systems [LDS]

Develop integrated out-of-hospital care

Removal of cost / improve quality through inter-organisational collaboration

Create the digital and intelligence infrastructure to support transformation

Create shared quality improvement approaches

Build trust and confidence with and between local citizens, staff and leaders

Local matters to conclude

Transformation of care for the population of north and mid Hampshire

Creating sustainable clinical services for the population of the Isle of Wight

Concluding the transformation programme for Southern Health NHS Foundation TrustSlide12

Citizen, patient and staff engagement and involvement

We are already part-way through working with local people on some complex issues

Over 10,000 people involved over the last three years

Clarity, transparency and consistency is critical at all points of this journey

No support for revolution but the change conditions require ‘paced evolution’

Political and clinical ownership remains key

Subsidiarity principle for engagement and involvement

Evolution to personalised care and co-production as a default

Focus needed on equality impact of all plans

Evidence of strong localised in depth engagement – how do we achieve large scale involvement?Slide13

Are there other challenges?

What are the building block for good PPI and STP governance?

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Who are we and what do we do?

Organisation/role

Representative

Wessex Voices

Emma Leatherbarrow, Director of Partnerships,

Help & Care

Healthwatch

Rob Kurn, Manager,

Healthwatch

Southampton

NHS Communications

and Engagement Lead

Sharon Ward, Associate

Director of Communications and Engagement,

North East Hants and Farnham CCG

CCG Lay Member

Nick

Wilson, CCG Lay Member for PPI, South Eastern Hants CCGSlide15

Jessie CunnettDirector and Founder

PPI Solutions

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Table numbers

1 – Nicky P

2 – Susanne

3 – Emma L

Carole

Caroline

Claire

Dawn

James

Jo

June

Rob

David

Elizabeth

Nick

Pat F

Pat S

Sarah

Steve

Fiona

Peter

Richard

Sharon

Simon

SiobhanSlide17

What are we currently doing to support effective PPI?

How successful is this in promoting and supporting a strong public voice in the development of STPs/ Local Delivery Systems?

How could this be better? Where are the gaps?Slide18

What can we individually and collectively do over the next year to make PPI more effective at an STP and Local Delivery System Level?

What are the 1-2-3 things that the STP should focus on?

What support do you need from the STP to deliver this?Slide19

Next steps

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www.wessexvoices.org

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