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1 NHS Bromley CCG – Engagement Strategy 2017
Public Engagement Strategy
and Plan for 2017 – 2018
This engagement strategy and plan sets out the commitment and approach of NHS
Bromley CCG to involve the public and patients in its work and how it is integral to
the successful delivery of the CCG’s strategic priorities. It sets out what the CCG
plans to do ensure it meets all legal public engagement duties and how this activity
informs the development and delivery of local services, ultimately leading to
improved health outcomes for the local population and the delivery of the CCG
organisational vision.
The plan is refreshed on an annual basis to include updated information on
engagement activity and future planning.
2 NHS Bromley CCG – Engagement Strategy 2017
Contents
1. EXECUTIVE SUMMARY ............................................................................................... 3
2. CONTEXT AND BACKGROUND ................................................................................... 4
2.1 Our population ........................................................................................................ 4
2.2 Our challenges ........................................................................................................ 4
3. OUR VISION FOR ENGAGEMENT ............................................................................... 5
4. INFRASTRUCTURE AND RESOURCES ...................................................................... 6
5. OUR APPROACH TO ENGAGEMENT .......................................................................... 8
5.1 Patient Advisory Group ........................................................................................... 9
5.2 Practice participation groups ................................................................................... 9
5.3 Key partnerships ..................................................................................................... 9
5.4 Holding our providers to account for public engagement ....................................... 10
6. MEETING OUR LEGAL DUTIES ................................................................................. 11
6.1 Collective duty to engage ...................................................................................... 11
6.2 Individual duty to engage ...................................................................................... 17
7. YOU SAID, WE DID ..................................................................................................... 17
8. SUPPORTING DELIVERY OF OUR STRATEGIC PRIORITIES .................................. 18
9. NEXT STEPS .............................................................................................................. 19
Engagement guiding principles
Engagement is intrinsic to everything we do.
We continue to develop our patient advisory group.
Sustain our strong relationships with partners and the voluntary sector, including Healthwatch
Bromley and Community Links Bromley.
Ensure our standards and processes for involving the public and patients are used by all our staff.
3 NHS Bromley CCG – Engagement Strategy 2017
1. EXECUTIVE SUMMARY
Patients, carers and the public are central to us commissioning the right services to meet
their needs and improve health outcomes. Listening to what they tell us and involving them
in our decision making processes helps us to deliver better standards of care and improve
health and health outcomes for our local population. This commitment is reflected through
everything we do and is instrumental in enabling us to deliver our vision to help the people of
Bromley live longer, healthier and happier lives.
NHS Bromley CCG is a clinically focused, member led organisation. When the CCG was
first established in 2013, we made a strong commitment to engaging with patients and the
public in our work. This is reflected through our governance processes including our
Governing Body membership (I am the clinical lead responsible for public engagement and
we also have three lay members and Healthwatch Bromley on our Governing Body), in our
Constitution, our vision for engagement and throughout our everyday activity.
This commitment has been further strengthened over the last four years and in January
2017 we were delighted to receive an outstanding assurance rating from NHS England on
our duty to engage. This assurance reflects how engaging with patients in a meaningful way
is undertaken throughout our organisation and in every part of our business. This includes
planning, designing, procuring and monitoring through to delivering new and improved
services. However, we must not become complacent and will strive to maintain our high
standards, make improvements and remain committed to our patients, both in our
commissioning activities and by enabling them to have a say in the delivery of their own care
and being supported to take good care of their own health.
We will continue to work closely with partners across south east London to ensure patients
and the public are closely involved in the South East London Sustainability and
Transformation Partnership. This involves reviewing how services are best delivered across
south east London and improving productivity across providers to ensure we are able to
meet the financial challenges over the next five years. However, the focus of the CCG will
always be how these plans benefit patients in Bromley, ensuring that they receive high
quality services that are financially sustainable.
Over the next year, we will continue to build on our strong foundation of meaningful public
engagement and work with our local partners to involve even more people, especially those
from more diverse communities.
Dr Andrew Parson
NHS Bromley Chair and clinical lead for public involvement
4 NHS Bromley CCG – Engagement Strategy 2017
There is confusion about what is
available for psychological therapies.
We have commissioned new mental
health services and improved access to
and information about them.
2. CONTEXT AND BACKGROUND
NHS Bromley was established on 1 April 2013 and put general practitioners in charge of
working with their local population and other partners to improve local health and to plan,
purchase and monitor (commission) most of the NHS services their residents need. We are
a membership organisation made up of all the GP practices in Bromley. We serve a rising
population of over £326,000 and manage an annual budget of £420 million.
Our priority is to put our patients first and improve health services in Bromley so all their
needs are met. As clinical commissioners, we understand what our patients need and can
bring this perspective to shape the commissioning and delivery of health care. We do this by
working from the starting point of the health and social care needs of our population in
Bromley which is set out in the Joint Strategic Needs Assessment.
Our vision is:
Better health – help people to live longer, healthier lives
and support them to manage their own conditions
and take care of their health.
Better care – provide the right care in the right
place, at the right time and by the right professional.
Better value – use NHS money wisely and invest
in sustainable, effective and efficient services.
2.1 Our population
Our population continues to grow and we have a greater number of older residents than any
other London borough. More babies are being born and people are living longer. This puts
greater pressure on local health services. As well as working with doctors, other clinicians
and members of the public to understand what people need from their NHS, we also work
closely with Bromley Council’s public health team to understand the health needs amongst
our communities. This includes developing an assessment of these needs based on
available evidence, called the Joint Strategic Needs Assessment.
Although Bromley is a relatively prosperous area, the communities differ substantially. The
north east and north west of Bromley have similar issues such as higher levels of deprivation
and disease prevalence to those found in inner London Boroughs, whilst in the south, the
borough compares more with rural Kent.
2.2 Our challenges
We have a number of challenges within the CCG. These are:
Our population – we have a greater number of residents aged over 65 than any
other London borough and a growing number of new births. Both the very old and
the very young have a greater need for health services.
5 NHS Bromley CCG – Engagement Strategy 2017
Health needs – although it is great news that people are living longer and health is
improving, more people are living with long term conditions and many have complex
health needs.
Quality – we need to ensure high quality services are provided to everyone, all of the
time. We do this by setting quality standards with providers of care and we monitor
their performance against these standards.
Finances – money is limited and the need for services is continually increasing.
3. OUR VISION FOR ENGAGEMENT
Our organisational values set out our commitment to public and patient involvement and
participation and run through everything that we do. Our vision and principles for effective
public involvement are:
We prioritise patients in every decision we make
All our developments are reviewed for clinical quality, access and impact on patients.
We listen and learn
We use mechanisms such as our Patient Advisory Group to engage broadly across
the spectrum of potential changes and the priorities of local people, and we engage
with relevant groups on specific interventions.
We are evidence based
All our schemes are tested against national best practice, benchmarking, and where
most innovative a structured pilot period, to ensure the maximum benefit follows
investment.
We are open and transparent
We are committed to being open and transparent in all that we do. Our Governing
Body meets in public and is well attended by local people and partners. Papers are
available on our website and provided to the public on request. We also hold a
question and answer public session prior to these meetings and post responses to
other questions received on our website. We strictly follow guidance on declaration
of conflicts of interest.
We are inclusive
We seek out opportunities to engage with seldom heard communities, including
settled gypsy travellers, minority ethnic groups and teenagers.
We strive for improvements
6 NHS Bromley CCG – Engagement Strategy 2017
We don’t understand what the
medicine support service has to offer.
A clear patient leaflet was
developed which explains who
the service is for and what is
available.
Our outcome ambitions set out a major scale of improvement, which seeks to ensure
that we are better than average for all measures of performance, and in the upper
quartile for many.
We also have a set of guiding principles for our public engagement work. These are:
Engagement is intrinsic to everything we do.
We continue to develop our patient advisory
group.
Sustain our strong relationships with partners and the
voluntary sector, including Healthwatch Bromley and
Community Links Bromley.
Ensure our standards and processes for involving the
public and patients are used by all our staff.
4. INFRASTRUCTURE AND RESOURCES
Our CCG constitution sets out our commitment to patient engagement through our
governance processes and commissioning activity. We will ensure that our Governing Body
continues to be kept informed of our ongoing engagement activity so that it can understand,
assure and challenge this work and the subsequent outcomes and impacts. This is
undertaken through comprehensive engagement activity reports produced every six months
which are discussed in public and available on our website.
We will continue to ensure that all business discussed at our Governing Body and other
decision making committees in the CCG reports on what public engagement (where
applicable) has taken place and how it has influenced the decision making process.
When planning any work or developments in the CCG, we ensure it shows evidence of how
it enables us to deliver our vision and strategic priority areas. We will continue to use ‘Cora’
our online business planning tool to develop project mandates and business cases for
service improvements, redesigns or new initiatives. The Cora system provides a template
for completing an equality impact assessment (EIA) and a communications and engagement
(C&E) plan. These are completed by the project lead and the C&E plan is discussed with
the CCG’s engagement team to ensure that an appropriate, timely and meaningful approach
for patient and public engagement is put in place which takes into account findings from the
EIA. This is important as it helps to identify any potential health inequalities and how these
can be reduced. Together with a set of standards for approaching engagement, these tools
and systems enable us to ensure that public engagement is planned right from the start of a
project.
7 NHS Bromley CCG – Engagement Strategy 2017
Director of Organisational Development (part time)
Responsible for C&E, workforce development, Human
Resources, Organisational Development and training for
CCG and practice staff
There is sometimes poor
communication between agencies
caring for patients with complex needs
Our new integrated model provides
multi-disciplinary teams from various
organisations working together in a
more joined up way.
Part of our approach to inform our communication
and engagement planning is to always consider
and use any existing sources of intelligence,
engagement outcomes and other insight to inform
our work. This can include information from
surveys, other programmes of work, friends and
family test, engagement undertaken by our
partners (such as Healthwatch Bromley), other
patient experience or quality data from our
providers. These can be rich sources of intelligence and data which contribute to the overall
picture of services, views and experiences.
We also work across south east London with other CCGs, local authorities and providers to
respond to challenges that we all face. The CCGs fund the Our Healthier south east London
programme (OHSEL) which works for us on a process of continuous engagement. The
outputs of this engagement informed the OHSEL strategy and the development of the South
east London Sustainability and Transformation Plan. The engagement approach for this
programme was commended by the Consultation Institute. More information is available at
www.ourhealthiersel.nhs.uk
We see effective engagement as everyone’s role within the CCG with expert advice and
support provided by the CCG’s internal communications and engagement team. It is intrinsic
to everything we do.
The structure of our communications and engagement team is set out below:
Head of Communications and
Engagement (full time)
Communications
and Engagement
Manager (four
days a week)
Organisational
Development
Business Support
Manager (full time)
Co-production
Manager (full time)
Communications
and Engagement
Manager (full
time)
8 NHS Bromley CCG – Engagement Strategy 2017
This has been put in place and
has improved women’s
experience and reduced anxiety.
We want fathers to be in
theatre where possible
when their partner is given
an anaesthetic.
5. OUR APPROACH TO ENGAGEMENT
We will continue to use a range of processes and activities to enable us to gather patients
and public feedback and involve them in a consistent and systematic way. We have good
partnerships in Bromley which support and enhance our engagement activities. Ways in
which we will continue to engage include:
Use public surveys, face to face interviews, events, social media, digital
communications, newspaper advertising, information campaigns and consultations.
Through surveys we will continue to collect protected characteristic data to help
inform our engagement activity and identify gaps that need to be addressed.
Patient Advisory Group.
Through the voluntary sector, charities and community
groups who care for specific groups of patients.
Practice based patient participation groups (PPGs).
With Healthwatch Bromley. We often carry out joint
engagement activities and share information. This enables us
to have much greater reach across our communities.
Our maternity services liaison committee called Bromley
Maternity Voices. The committee includes and is chaired by
lay representatives.
Outreach work to reach particular cohorts of patients who may be impacted by our
work.
Our Governing Body meetings are in public and the public can attend and ask
questions relating to the agenda, or submit questions about anything else related to
our work which we then respond to on our website.
Use feedback from compliments, comments and complaints to put improved
measures in place (where required).
The approach we use when we engage depends what we are engaging on and who we
need to involve. Prior to undertaking any engagement, we consider what other evidence,
feedback or intelligence is available. This could be from surveys done locally or nationally,
patient experience evidence and previous involvement in a similar area.
We also consider equalities throughout our approach to engagement and ensure
representation from affected groups when engaging about service change, in order to
promote equal access to services. We have an Equalities and Diversity Group, chaired by
our Chief Officer, and with external membership from Healthwatch Bromley and Community
Links Bromley. This group monitors our approach to equality and diversity to ensure we are
9 NHS Bromley CCG – Engagement Strategy 2017
meeting our statutory duties. Equality impact assessments are developed for all new areas
of work and these are used to inform the engagement activity and approach.
5.1 Patient Advisory Group
Our patient advisory group (PAG) is made up of Bromley residents. The PAG is our first port
of call when we seek a public opinion or view on our plans. This is a very active and
effective group and members are influencing many areas of our work. Their involvement
ranges from attending focus groups and patient workshops to influence our key programmes
of work, being part of service design and procurement panels, responding to surveys and
taking part in quality visits. We will continue to develop our PAG and increase membership
so that we have more representation from seldom heard groups such as children and young
people and BME communities.
We will continue to recruit new members to the PAG in a variety of ways. This includes
newspaper advertising, digital advertising (on our website and through social media),
leaflets, and word of mouth and at events. Healthwatch Bromley also promotes membership
and we have commissioned them to encourage people from seldom heard communities to
join.
“As part of the PAG I feel I represent the voice of many other members of the public,
right from the start of a service redesign through to the procurement and delivery of a
new service”.
“What is important is that you feel you are being listened to, that your opinion counts
and that you can still respond even if you cannot attend meetings/workshops and
contribute to future service improvements. I see it as giving something back to my
community”.
5.2 Practice participation groups
All GP practices are required to have a patient participation group (PPG). We will support
practice managers in the establishment and functioning of their PPGs by providing them with
best practice advice and encouraging PPG members to join our PAG. We will invite them to
events and ask them for views on our plans, especially where their practice may have a
vested interest.
5.3 Key partnerships
We have built strong and reliable community partnerships in Bromley which are of great
benefit to our engagement work as it enables us to reach more people. We will continue to
nurture these relationships and collaborate as much as possible. We will also continue to
commission additional support when required to help us reach seldom heard communities.
10 NHS Bromley CCG – Engagement Strategy 2017
We will work with the Bromley Communications and Engagement Network which is a
network of communication and engagement professionals working across Bromley in health,
social care, police and the voluntary sector. The Network was established by the CCG in
2014 and is chaired by Healthwatch Bromley. The Network will report on outcomes to the
Bromley Health and Wellbeing Board, a partnership group responsible for overseeing
improved health outcomes in Bromley.
We will continue to be part of the south east London Communications and Engagement
working group which plans and delivers activity to support development and delivery of the
south east London STP.
In addition to the public and patient groups, partnerships will be particularly important with
the following stakeholders:
Healthwatch Bromley
Community Links Bromley and other local voluntary organisations and charities
Local providers of health care (King’s College Hospital NHS Foundation Trust,
Bromley Healthcare, Oxleas NHS Foundation Trust and St Christopher’s)
Bromley police
Bromley Council
Bromley public health
Local councillors
Media
CCGs in south east London
Our Healthier south east London programme
NHS England
5.4 Holding our providers to account for public engagement
All of the main providers in Bromley are responsible for collecting patient experience data
and complaints information and sharing this with the CCG on a routine basis. We regularly
review this information through local contract monitoring boards and Clinical Quality Review
Groups and ensure that both improvement measures are put in place and learning from this
feedback is used for service development. Results from the Friends and Family test are
also scrutinised and outcomes reported through our Integrated Governance Committee,
through to our Governing Body held in public. We then use this information, together with
complaints, soft intelligence etc to inform a programme of visits to providers. The visits
panel includes one of our Lay members and a patient representative.
Over the next year, we will put more emphasis on holding our providers to account for
engaging with patients on service delivery and care pathways. Two of our local providers
(hospital and mental health services) are NHS foundation trusts and therefore legally
required to involve patients in how they plan and provide services, how they consider and
develop proposals to change the way they provide services and make decisions that affect
11 NHS Bromley CCG – Engagement Strategy 2017
how they operate. Our community services provider has recently established a patient
reference group which is involving patients in their decision making and we will continue to
be closely involved in the review of their communications and engagement planning and
activity.
We will request evidence of outcomes of provider engagement and outcomes in relation to
the services we commission and how it is impacting on wider service provision for the local
population.
6. MEETING OUR LEGAL DUTIES
6.1 Collective duty to engage
As set out in the Health and Social Care Act 2012, health bodies have a duty to engage with
patients and the public in regard to service provision. Since the establishment of the CCG in
2013, we have a strong track record of engaging effectively with local stakeholders, patients
and the public to ensure community involvement in how we design, deliver and improve local
health services. We also gather information on patient experiences of the health services
we commission, what is working well and what needs to improve to inform our
commissioning. We will continue with this approach whilst seeking areas for improvement
and learning from best practice examples undertaken elsewhere.
It is important that we design and commission services that meet the needs of our patients to
enable us to provide the best possible health outcomes. We recognise how critical it is to
get the right level of patient involvement in our work. Some of the ways in which we will
continue to deliver this duty include:
I. Governance processes:
Our CCG Constitution and Engagement Strategy and Plan 2017 – 2018 sets out our
commitment to public engagement and the approach we will take. We have public
representation throughout our decision making processes. This includes three lay
members and Healthwatch on our Governing Body and patient representatives as
part of our procurement processes, making decisions on new providers of services.
We provide our Governing Body with a six month activity report and an annual
Engagement report to provide assurance on our public involvement activity and how
patients have influenced CCG business and decisions.
We will continue to encourage members of the public to attend our Governing Body
meetings held in private and ask questions about agenda items.
II. Promote opportunities to get involved:
We will continue to promote PAG membership in a number of ways and remind the
public that anyone who lives, works or learns in Bromley can join. We advertise in
12 NHS Bromley CCG – Engagement Strategy 2017
the local paper, on our website and through social media, through our partners, at
events (using our public involvement stand), and on flyers distributed through
newspaper circulation.
We will also proactively contact voluntary groups, PPGs and other community groups
to encourage them to get involved in our work.
III. Plan our engagement effectively:
We will continue to use our online business planning process (Cora) which provides
a systematic way of considering the involvement of patients right from the early
‘project mandate’ stage through to the delivery of business cases and then delivery.
Every report that goes to our senior committees has to report on what consideration
(and activity where appropriate) has been given to involving patients.
We use our Joint Strategic Needs Assessment when planning our business as it
provides us with an understanding of health needs and the demographics of our
population.
IV. Structures and engagement tools:
We have effective structures in place to involve the public and will ensure we keep
these relationships going. For example, our patient advisory group (PAG) has over
130 members who are involved in our work. They are included on procurement
panels, service redesign groups, and as public and patient voices on committees and
on quality visits to local providers. Some of them have, through being in our PAG,
joined south east London and London wide patient voice committees. We will
continue to promote training opportunities for our PAG members.
We will seek other ways of involving PAG members to enable them to all participate
fully. This includes phoning and writing to those members who are not online and
sending them relevant materials in the post for the areas where they are involved.
We will use surveys, meetings, large events, workshops, focus groups etc to get the
wider public involved in our work.
We will continue with our programme of supporting GP practices to develop their
patient participation groups (PPG) and encourage PPG members to join our PAG.
This includes the development of a toolkit for practice managers and offering relevant
training to PPG members. We will develop a network of PPG chairs so that we can
reach more patients at GP practice level.
We hold stakeholder and public events to discuss programmes of work and to listen
to local views.
We will conduct face to face interviews with patients and undertake telephone
interviews with those who are housebound or who prefer to speak to someone on the
phone. We will also continue to visit patients in their own homes when necessary.
We will meet patients through other existing forums such as open days and other
local events.
13 NHS Bromley CCG – Engagement Strategy 2017
V. Working in partnership:
We established the Bromley Communications and Engagement Network which is
chaired by Healthwatch Bromley and includes provider, voluntary sector, police and
local authority to work together on shared priorities to engage more people and to
review our activity. We will continue to work with the Network to help us to meet our
strategic priorities set out in this plan. Reports on outcomes of the Network will be
reported to the Bromley Health and Wellbeing Board.
We will continue to ensure that the voluntary sector and charities are involved in our
work where they represent the wider views of affected groups. For example, we
have involved organisations that support people with neurological conditions during
the redesign of our neurology services and Bromley Parent Voice, an organisation
supporting children with disabilities and their families on the ‘local health offer’ and
other areas of children’s services.
We will work across south east London with our partners in other CCGs on the
Sustainability and Transformation partnership and Our Healthier South East London.
This involves attending a south east London stakeholder reference group which
includes representatives from local authority scrutiny committees, Healthwatches and
patient representatives to measure, review and assure the engagement that is taking
place.
VI. Decision making:
We will continue to involve the public in informing our plans and priorities through our
annual commissioning intentions engagement. The outcome of this work has helped
us to identify key priorities that we need to focus on to deliver improved care for
patients.
Patients are involved in all parts of our business and are part of procurement panels,
monitoring visits, redesigns and public consultations.
VII. Support people who get involved:
We have provided training for our patients including sessions on the Mental Health
Capacity Act and some PAG members have been on the London wide public and
patient training courses. We will continue to seek appropriate support and
development for our PAG members.
Patients who are involved in our procurements will always be trained on our Delta
Procurement system so that they can read bids and score appropriately.
Patients working on different programmes and redesigns will continue to be
supported by the programme (and where relevant the clinical) lead. This includes
being briefed on the purpose of the work and provided with all the information they
will need to thoroughly participate.
14 NHS Bromley CCG – Engagement Strategy 2017
You need to improve
access to GP services.
GP services are now
available seven days a
week from 8am to 8pm
We will explore more opportunities for patient representatives to be involved in the
development of our staff. We have had presentations and discussions from voluntary
organisations representing visually impaired and deaf service users at our staff forum
meetings. Later this year, we will be arranging for PAG members to talk at these
meetings about their experiences of being involved and how best to work with them.
We are aware of the barriers to people engaging with us such as working age
people; younger people etc and we will work with our partners to consider ways of
improving reach to these groups. We have commissioned support to do particular
engagement with children and young people and BME communities. We will
continue to work flexibly to enable working age PAG members to participate by
holding meetings and workshops in the evening.
We set up a Heart Support Group at the request of our PAG
members to enable those living with heart disease to build up
relationships and learn more about their condition. We
arranged to get British Heart Foundation accreditation and
are supporting those patients to run this group themselves.
Over the next year we will be developing a similar group for
people with breathing difficulties.
We will continue to promote our expenses policy with PAG
members, and reimburse out of pocket expenses for travel and carer responsibilities
for those who are involved and attend our workshops, programme meetings and
focus groups.
VIII. Demonstrate our activity and seek assurance:
We will continue to publish our engagement activity and outcomes on our website
and produce an annual engagement report for our local population. We will seek
assurance from Healthwatch Bromley on our engagement work.
We will produce reports to our Governing Body on engagement activity and
outcomes every six months.
IX. Hold providers to account:
We already measure our provider services on their engagement activities and the
feedback they gather from patients through Friends and Family tests, quality alerts,
complaints and through quality visits. Over the next year we will work closely with
providers to seek assurance that they are also involving patients in service
development and delivery1.
X. Engage to help reduce health inequalities
We will continue to work closely with Healthwatch Bromley, voluntary services and
health providers to reach patients and communities. This has included
1 See section 5.4
15 NHS Bromley CCG – Engagement Strategy 2017
commissioning Healthwatch Bromley to help us reach and engage with seldom heard
communities including young people, those from BME communities, travellers, carers
and people with disabilities.
We will use our CCG equality and diversity working group which has external
representation (including the voluntary sector and Healthwatch Bromley) to measure
and review how our engagement activity has due regard to meeting our Equality
duties.
We will continue to undertake equality impact assessments (EIA) for our large
projects including redesigns and procurements. This informs our engagement
activity and will enable us to adjust our approach based on the findings of the EIA to
ensure we engage with those most impacted.
We will continue our work across south east London on the Transforming Care
Programme to engage with people who have learning disabilities and/or autism to
ensure they are involved in this programme of work. A patient reference group has
been established to ensure an appropriate level of engagement is undertaken in this
programme of work.
We will explore new ways and systems of identifying and reaching seldom hard
communities. This includes the review of the Mosaic system which is a system that
brings together household level data collected through the electoral roll, hospital
statistics etc. It shows data such as self-diagnosed mental health illness, eating
habits, and smoking and also includes information on the best way to communicate
with people.
We adhere to the Accessible Information Standard and measure our providers on
also meeting this requirement. We have installed Browse aloud on our website
which enables information to be translated into a wide variety of languages and
makes it easier for people with visual impairment or dyslexia to access information on
the site. Our usage data of the system is good but we will continue to raise its profile
to ensure people are aware of it and provide a clear user guide.
We will always provide easy read documents on large scale engagement activities
and arrange for material to be translated or provided in other formats on request.
XI. Feedback and evaluation
We will continue to produce reports on our activity which are available on our
website.
We always feedback to people who are involved in our work. This includes direct
feedback via email, phone or face to face, through our website and local media,
through workshops and other events and in our quarterly stakeholder bulletin which
is widely distributed. This bulletin also illustrates the outcome of our work using a
‘you said, we did’ approach.
We will hold feedback events – for example our work to develop primary care
services has involved a patient workshop to gather views and another one to
16 NHS Bromley CCG – Engagement Strategy 2017
Patients now have more choice about
where they go for audiology care. Hearing
aids have been strengthened, and deaf
awareness training for staff is required.
feedback on how we have used their feedback to inform different programmes of GP
service development and improvement.
We will evaluate our processes on a regular basis to ensure that they are enabling us
to deliver our work effectively and that we are gathering views from a cross section of
our demographic. For example in the last year we have increased the membership
of our PAG by over 50 members through proactive recruitment. This enables us to
capture views from people with different experiences and from a range of
communities. We have also made minor adjustments to the way we involve our PAG
members following feedback from members.
We will use the expertise and resource from the Health Innovation Network to enable
us to evaluate high impact programmes such as the evaluation of our Integrated
Care Networks.
We have undertaken an extensive evaluation of our engagement and equalities
impact assessment on the procurement of community health services in Bromley.
The outcome of this evaluation was positive and we will take the learning from this
process forward on other projects.
We will continue with our approach to our engagement and regularly review how we work in
order to learn and make improvements.
Over the last year, we have undertaken a wide range of engagement covering the following
areas. More information is available in our Annual Engagement Report which is published
each autumn and available on our website. Section 9 sets out our planned future
engagement to enable us to deliver this strategy and plan.
Mental health services for adults
Emotional and wellbeing service for children and young people
Community procurement
Redesign of service pathways including:
o Audiology
o Dermatology
o Musculoskeletal
o Diabetes
o Cardiology
o Maternity
o Speech and language therapy
o Eye care
o Podiatry
o Phlebotomy
o Maternity
o Medicines optimisation
We need a service for hearing loss that
provides patients with confidence and
a high quality service.
17 NHS Bromley CCG – Engagement Strategy 2017
Parents asked for information on the
local health offer which is aimed at
specific conditions.
With the help of parent reps, 12 key
conditions were identified and detailed
information on the services available for
these conditions was provided on the CCG
website.
o Urgent care centre services
o Neurology services including stroke
Integrated care network model of care
New facilities – health and wellbeing centres
Priority setting
Contract monitoring
6.2 Individual duty to engage
The individual duty to engage is ensuring patients have a say in decisions which relate to
their care or treatment. This duty will be delivered through a number of mechanisms and
programmes throughout the CCG and the providers we commission. Our annual
Engagement Report will provide further information about how we are working to meet this
duty. It includes information on the following areas:
Self-management
Patients in control of their own condition
Shared decision making
Personalised care planning
7. YOU SAID, WE DID
We will remain committed to ensuring that people who get involved in our work are told how
we have used what they told us and how their contributions have made a difference. We
have in place systems to do this including:
Through direct emails, calls and meetings with
those who have got involved in workshops
and focus groups.
Publish reports on the outcomes of
specific engagement activity on our
website. These are also shared with
those who were involved.
Produce a quarterly stakeholder
bulletin which is put on our website and distributed to key stakeholders in Bromley.
The bulletin provides a summary of our involvement work and what we have done
with feedback. We use a ‘you said, we did’ approach to provide this feedback.
Through a detailed activity report produced twice a year (January and July) for our
Governing Body. This includes the engagement work that has been undertaken and
the outcomes from this work.
18 NHS Bromley CCG – Engagement Strategy 2017
Through an annual engagement report, published in October each year. The report
provides a summary of our activity over the previous year. The 2015/16 report is
available on our website.
Through our annual report and accounts published in June each year. This includes
a summary of the engagement activity we have done and how the outcomes are
influencing programmes of work. The 2016/17 report is available on our website and
a clear summary of our work is produced each September for our Annual General
Meeting.
8. SUPPORTING DELIVERY OF OUR STRATEGIC PRIORITIES
Nationally, six principles for engaging people and communities have been developed which
aim to provide practical support to services as they build new relationships with people and
communities. This is to support the delivery of the five year forward view particularly through
local sustainability and transformation plans. We are committed to these six principles
which are very much at the heart of our patient engagement and we will pay particular
attention that these continue to be incorporated into our plans and delivery of engagement
on our commissioning cycle. The six principles are:
Care and support is person centred: personalised, coordinated and empowering
Services are created in partnership with citizens and communities.
Focus is on equality and narrowing inequalities.
Carers 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 recognised as key enablers.
The whole organisation understands how critical it is that our patients and the public are
supporting the delivery of our strategic priorities. We will continue to ask the public every
year for their views on our commissioning intentions and ensure their feedback is
incorporated into our plans and priorities for the coming year. This will be done by face to
face conversations and through a survey on our website, promoted in the local newspaper
and through social media.
In this section we set out our future strategic priorities that will be informed and supported by
effective public engagement. For each of these priority areas we will develop a
comprehensive communications and engagement plan to set out what activity is required to
support successful delivery.
(i) Commissioning intentions - six priority areas which are tested every year with
the public
19 NHS Bromley CCG – Engagement Strategy 2017
These are:
• Primary and community care
• Planned care
• Urgent and emergency care
• Maternity
• Mental health
• Children and young people
The engagement on our commissioning intentions for 2018 will take place over August –
September. We will provide a summary of what has been done so far and our future
planning in easy to understand formats so that patients have enough information to provide
feedback and help us agree our ongoing priority areas of work.
(ii) Delivery of the South east London Sustainability and Transformation
Partnership (STP) – in partnership with the CCGs, local authorities and
providers in south east London
We continue to be part of the south east London communications and engagement steering
group to plan appropriate engagement for the delivery of our STP. A comprehensive
communications and engagement strategy is being developed and will be tested by local
partners including Healthwatch, Scrutiny officers, voluntary sector and patients.
(iii) Future work streams for Bromley
Deliver a system of integrated health, social and mental health care where possible.
Develop and support the prevention and self-management agenda, proactively
supporting patients holistically.
Develop new pathways.
Strengthen our commissioning.
Develop a sustainable and skilled workforce to support the development of
community provision and care closer to home.
9. NEXT STEPS
This engagement strategy and plan will be reviewed on an annual basis to ensure that it is
kept up to date and relevant for the work we are doing in Bromley.
Our ongoing work will focus on supporting the delivery of our strategic priorities set out in
section 8. In particular this will include:
20 NHS Bromley CCG – Engagement Strategy 2017
Support the development of our integrated care network model of care into other
service areas.
Priority setting and commissioning intentions.
Delivery of the South east London Sustainability and Transformation Plan.
Mobilisation of the new community health services contract.
Transformation of children’s emotional and mental wellbeing services through a
coproduction approach with children and young people.
Development of new buildings to provide more care closer to home.
Support procurement and service redesigns.
Delivery of the priority areas identified in our children and young people engagement
plan including involving them further in our commissioning work, gathering their views
and understanding of local services and safeguarding issues. For this work, we will
focus on young carers and those with physical disabilities to ensure their voices are
heard. We will work with Healthwatch Bromley to adopt an innovative approach to
engage with the younger cohort (6 to 11 years) whilst views from older children will
be gathered through face to face interviews and an electronic survey.
Ensure patients are informed and involved in the development and improvement of
GP services.
Work with partners to ensure we are engaging with more seldom heard communities
and those most impacted by service developments and who experience poorer
health outcomes to ensure their voices are heard.
Transform mental health care.
We will continue to review our public involvement activity and processes to seek
improvements and ensure we continue to both meet our legal duty and deliver it to the high
standard that our patients and public should expect.
To get involved in the work of the CCG, please email [email protected] or visit
our website at www.bromleyccg.nhs.uk
Author: Kelly Scanlon, Head of Communications and Engagement
Director lead: Paulette Coogan, Director of Organisational Development
Clinical lead: Dr Andrew Parson, Chair of NHS Bromley CCG
Glossary:
PAG Patient advisory group
PPG Patient participation groups
STP Sustainability and Transformation Partnership
SEL South east London
21 NHS Bromley CCG – Engagement Strategy 2017