Calderdale Clinical Commissioning Group Strategic Review Engagement Plan

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Agenda Item 8

Report To: NHS Calderdale Clinical Commissioning Group

Governing Body – 10th April 2014

Title of Report: Strategic Review Engagement Plan

FOI Exemption Category: Open

Responsible Officer: Penny Woodhead - Head of Quality

CCG Lead: Dr Steven Cleasby

Report Author and Job

Title: Penny Woodhead – Head of Quality

Executive Summary:

This report provides the Governing Body with information on the

engagement work associated with the proposals for

transformation of health and social care in Calderdale and

Greater Huddersfield.

Finance/Resource

Implications:

Included in the Strategy

Risk Assessment: Risk is managed in line with risk management policy and

procedures, included in the corporate risk registers and Board

Assurance Framework as relevant.

Health Benefits: Not considered as part of the report

Staffing/Workforce

Implications:

This is detailed in the plan - CCG, Provider staff and our

community asset will be engaged to deliver this plan.

Outcome of Equality

Impact Assessment: Equality data will be captured as part of this plan.

Sub Group/Committee: Governing Body

Recommendations:

The Governing Body is recommended to note the information

provided about the engagement plan for the Strategic Review,

and make any further comments as appropriate.

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1.0 Purpose of the report

1.1 The purpose of this report is to provide an update to the Governing Body about the

engagement work associated with the proposal for transforming Health and Social Care

Services in Calderdale and Greater Huddersfield, including the Strategic Outline Case

developed by the Strategic Review Providers.

2.0 Background

2.1 Governing Body members will be aware that all seven organisations involved in health

and social care in Calderdale and Huddersfield are working together on the Calderdale

and Huddersfield Health and Social Care Strategic Review:

Calderdale and Huddersfield NHS Foundation Trust (CHFT)

Calderdale Clinical Commissioning Group (CCCG)

Calderdale Metropolitan Borough Council

Greater Huddersfield Clinical Commissioning Group (GHCCG)

Kirklees Metropolitan Borough Council

Locala Community Partnerships

South West Yorkshire Partnership Foundation Trust (SWYPT).

2.2 The review consists of four working groups attended by staff, managers and clinicians

from each of the partner organisations; each group has been tasked with identifying

proposals which will ensure we can meet the future needs of our population. The four

working groups are:

1) Integration and Personalisation

2) Children

3) Capacity and Capability

4) Digitisation.

2.3 The Governing Body received a presentation at its meeting in March 2014 about the

Strategic Outline Case (SOC). The outline case is a response to the Strategic Review

and a review by the National Clinical Advisory Team (NCAT) in spring 2013.

Members will recall that the SOC was prepared in collaboration by three provider

partner organisations; Calderdale and Huddersfield Foundation Trust, Locala

Community Partnerships and South West Yorkshire Partnership NHS Foundation Trust

(SWYPFT).

2.4 The Strategic Outline Case (SOC) proposes a new model for the provision of hospital

and community services across Calderdale and Greater Huddersfield. Under this

model, the three providers would work together and closely with general practice, social

care and voluntary organisations (the third sector) to deliver integrated care and

support services in the community. This will include including moving current hospital-

based services closer to where people live.

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2.5 It is important to recognise that the Strategic Outline Case is a set of scenarios

underpinned by a strong patient, service user, public and stakeholder voice which are

likely to be refined and change following further discussions and deliberations amongst

the seven Strategic Review partners and the public.

3.0 Engagement Plan for the Strategic Review

3.1 The main focus of this report is the engagement work associated with the proposal for

transforming Health and Social Care Services in Calderdale and Greater Huddersfield

(i.e. the Strategic Outline Case). Engagement experts in the West and South Yorkshire

and Bassetlaw Commissioning Support Unit (WSYBCSU) have produced a

‘Communication, Engagement and Equality Strategy and Action Plan’ (attached at

Appendix 1).

3.2 The main aims and objectives of the Communication, Engagement and Equality

Strategy and Action Plan are to:

Present the SOC in a language and format which clearly describes what it is

about, what it means for individual stakeholders and what they can, and cannot,

influence

jointly present the transformation scenarios to staff, members of the public,

patients, carers and their representatives

ensure the plans are properly discussed and considered

ensure any additional views are taken into account

give ‘intelligent consideration’ to the findings to ensure we can evidence how the

intelligence has informed our plans

To provide a report of findings on the engagement process to help inform the

‘Outline Business Case’.

3.3 A variety of engagement mechanisms will be used to undertake the engagement work,

including:

Briefings for local politicians, overview and scrutiny committees and health and

wellbeing boards

A dedicated website containing information on how to provide feedback

Briefings for staff and member practices

Reference groups for each of the working groups in the strategic review

Briefings for PALS and complaints services

Working with Healthwatch

Trawling of existing consumer websites including those attached to the local

media, patient opinion and NHS Choices to gather feedback

Drop in sessions

Roadshow activity

Comments cards

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Media and communications

Use of existing networks to host conversations and ensure comments and views

are captured on the proposals by circulating a summary document and attaching

a short questionnaire. Third sector organisations and membership networks will

be used to deliver this.

More detail can be found at Appendix 2.

3.4 To be able to ensure a representative sample of community views is captured, the

team will equality monitor at each engagement activity intervention.

3.5 Monitoring of the implementation plan will take place at the Communication,

Engagement and Equality working group of the Strategic review.

4.0 Next steps

4.1 The engagement activity described above will be delivered throughout April, May and

early June 2014. Once the activity has been completed, the new and existing

intelligence will be incorporated into one report which will provide an overview of the

views of staff, public, patients and carers on the proposals. The Governing Body can

expect to receive this report.

4.2 A decision will then be made on the next steps which will include a formal consultation

process. A Communications, Engagement and Equality Formal Consultation Plan will

then be developed to accompany this process.

5.0 Recommendations

5.1 The Governing Body is recommended to note the information provided about the

engagement plan for the Strategic Review, and make any further comments as

appropriate.

6.0 Appendices

6.1 The following appendices are attached:

Appendix 1 - Proposal for Transforming Health and Social Care Services in Calderdale

and Greater Huddersfield - Communication, Engagement and Equality Strategy and

Action Plan

Appendix 2 – Strategic Review Public Engagement Activities.

www.wsybcsu.nhs.uk Page | 1

Calderdale and Greater Huddersfield Strategic Review

Communication, Engagement and Equality Strategy and Action Plan

Appendix 1


Contents Page

Introduction

3

Background to the Calderdale and Huddersfield Health and Social Care Strategic Review The Calderdale and Greater Huddersfield CCG strategies

3 4

The ‘Strategic Outline Case’ The purpose of the Strategy and action plan What have public, patients and carers already told us? Aim and objectives of the engagement activity Principles for Engagement

4 5 6 6 7

Legislation

8

Health and Social Care Act 2012

8

The Equality Act 2010

8

The NHS Constitution Engagement Activity

What we have already have in place

What do we need to do Communication Activity Equality Budget Analysis of data and presentation of findings High level timeline for delivery

9 9 9 10 12 13 13 14 14


1. Introduction

The purpose of the Communication, Engagement and Equality Strategy Action Plan is to describe our proposals for engaging with staff, our public, patient and carers about the Calderdale and Huddersfield Health and Social Care Strategic Review. The plan does this by describing the background to the Strategic Review, a brief introduction to the CCG Strategies and the Strategic Outline Case, and our plans for delivering engagement activity which includes a brief summary of what people have already told us.

2. Background to the Calderdale and Huddersfield Health and

Social Care Strategic Review

The way we deliver health and social care services needs to change to make sure it can meet current and future needs. Huge advances in medicine have changed the way we treat illness and injury; we have a growing and an aging population; our illnesses are different and people’s expectations of health care are growing. We know people want care closer to, or at, home and a choice about how, when and where they’re treated.

The cost of health and social care across Calderdale and Huddersfield is now more than £400 million a year. Growing demand, price inflation and the costs of new drugs and treatments mean we need to look at how we spend budgets to get maximum benefit for everyone. We need to ask some serious questions;

Can we do things differently but maintain high quality services?

Can we keep people out of hospital for everything but the most serious illness by

improving the way we care for them at home?

All seven organisations involved in health and social care in Calderdale and Huddersfield are working together on the Calderdale and Huddersfield Strategic Review:

Calderdale and Huddersfield NHS Foundation Trust (CHFT) Calderdale Clinical Commissioning Group (CCCG) Calderdale Metropolitan Borough Council Greater Huddersfield Clinical Commissioning Group (GHCCG) Kirklees Metropolitan Borough Council Locala Community Partnerships South West Yorkshire Partnership Foundation Trust (SWYPT).

The review consists of four working groups attended by staff, managers and clinicians from each of the partner organisations; each group has been tasked with identifying proposals which will ensure we can meet the future needs of our population. The four working groups are:

Integration and Personalisation - ‘Integrating services delivered in the community and integrated commissioning and personalisation’. The vision is to


improve efficiency by removing duplication, streamlining management of services and providing specialist care in community settings where appropriate. Working together to change the health and care system by shifting resources towards early intervention and prevention of health conditions while reducing duplication.

Children - ‘Taking forward the proposals from the Children’s Care Stream’ The Children’s Care Stream has developed a 10 year vision for the transformation of children's services: every child will have a healthy start and continue to lead a safe, happy life with every opportunity to achieve their potential within their families and communities.

Capacity and Capability - ‘To deliver best in class care and support through existing capability and capacity ‘ The working group wants to enable individuals and their families to make informed choices about their lifestyle and management of health conditions and improve the effectiveness and responsiveness of services so that care providers ‘do it once’ and ‘do it well’.

Digitisation - ‘To digitise the health and social care economy’ The working group wants to improve efficiency and to support people to live independent lives for longer but making best use of information technology, changing the way services are delivered and driving additional efficiency by joining up IT systems across the health and social care economy.

3. The Clinical Commissioning Group (CCG)strategies Calderdale and Greater Huddersfield CCG are the local commissioners for the local area. The commissioners buy services on behalf of the local population of Calderdale and Greater Huddersfield from providers. Providers include Calderdale and Huddersfield Foundation Trust, Locala and South West Yorkshire Foundation Trust. The CCG also work with the local authority to ensure services are provided in partnership. Each CCG has a five year strategy in place, this strategy takes into account national and local priorities. These priorities need to be delivered using the finances allocated whilst achieving the necessary outcomes and improvements. The strategic review takes account of these priorities and supports delivery in a partnership approach. The Strategic Outline Case is a provider response to addressing these priorities.

4. The Strategic Outline Case

Alongside the work taking place within the Strategic Review, a Strategic Outline Case has

been prepared in collaboration by three provider partner organisations; Calderdale and

Huddersfield Foundation Trust, Locala Community Partnerships and South West Yorkshire

Partnership NHS Foundation Trust (SWYPFT). This outline case is a response to the

Strategic Review and a review by the National Clinical Advisory Team (NCAT) in spring

2013.


The Strategic Outline Case (SOC) proposes a new model for the provision of hospital and

community services across Calderdale and Greater Huddersfield. Under this model, the

three providers would work together and closely with general practice, social care and

voluntary organisations (the third sector) to deliver integrated care and support services in

the community. This will include including moving current hospital-based services closer to

where people live.

The SOC proposes that: integrated community services would work seamlessly,

acute and emergency services would be based on one specialist hospital site with planned

and elective care on a second specialist planned care hospital site. It also identifies

significant benefits to patients, services users, local people and service providers and

commissioners.

The SOC proposals have been drawn from a significant local, national and international

evidence base and is recommended and supported by senior doctors and other health and

social care professionals from all three providers.

It is important to recognise that the Strategic Outline Case is a set of scenarios underpinned

by a strong patient, service user, public and stakeholder voice which are likely to be refined

and change following further discussions and deliberations amongst the seven Strategic

Review partners and the public.

5. The purpose of the Strategy and Action Plan The purpose of the strategy and action plan is to provide information on our intention to engage with the following target audiences:

Key stakeholders including partner organisations

Staff

Public, patients, carers and their representatives

Local Councillors and MP’s The strategy sets out why we need to engage with the public on our plans - which includes

legislation - and our approach to engagement. We want to involve as many people as

possible in the development of any proposals which will be formally consulted upon in the

summer.

The action plan sets out the activity people can expect to take place as part of our delivery

of the strategy, the timelines involved and who will be leading on the work. This will help

people to understand what to expect from an engagement exercise, how they can be

involved and how long the process will take.


6. What have public, patients and carers already told us? We have been talking to staff, public, patients carers and their representatives for 18 months. This engagement activity delivered as part of the Calderdale and Huddersfield Strategic Health and Social Care Review took place from October 2012 to February 2013. This activity provided us with insight on a number of key themes. The insights were supported by from three years of data collection using information stored in PALS (Patient Advice and Liaison Service), Complaints, Patient Opinion, NHS Choices, local and national surveys and dedicated engagement events. During this time and to date we have been able to reach;

44 members of the public through planned care focus groups.

1, 653 people via a survey about unplanned care – this included 97 web based

responses, 247 location interviews and 1,313 hard copy survey returns.

50 members of the public participated in a long term care event, and

254 children and young people were directly engaged on unplanned care.

The total number of people directly engaged in conversations was 2,002 people and we have an engagement reach using the Clinical Commissioning Group (CCGs) relationship matrix. The Relationship Matrix is a list of organisations that are willing to circulate information to their own members. We have a profile of each organisation on the matrix which means we can reach of 24,440 people from various localities and protected characteristics. In addition we combined all the data held by all seven partners’ organisations using Patient Advice and Liaison Service (PALS), complaints, local and national surveys over the past three years. This intelligence captured an estimated combined reach of approximately 12,000 people. This year (2013/2014) we have directly engaged with approximately 5,000 people on a variety of service areas. All this information has been combined together to provide the programme office for the Calderdale and Huddersfield Strategic Review with some common themes and has provided us with real insight into how services should be provided in the future. The common themes were:

Timely and consistent access to services

Coordinated and integrated care

Services closer to home

Involve us in decisions about our care and in planning care

Better use of technology. In addition we have delivered the NHS national “Call to Action’ and received the views of 487 people who told us what was important to them. The public identified 13 themes, in order of importance the themes were:


Education and information

Invest in the community

National solutions and campaigns

Self Care

Improve access to health services

Staff and training

Working together

Regular check ups

Discharge planning and better hospitals

Manage risk and safeguarding

More services in the community

Invest in technology

Accountability Each of themes has been presented to the Strategic Review Programme Board in more detail. The Strategic Review, CCG Strategies and the SOC has captured all this feedback and has used it as a basis for describing the landscape of health and social care services in the future

7. Aim and objectives of the engagement activity The aim of the engagement exercise will be to communicate and engage with key stakeholders on the strategic review. The target audiences will include professionals, clinicians, staff, public, patients, carers and their representatives and we will use a number of mechanisms and key activities to deliver this. We want to share what people have already told us and listen to people’s views so we can ensure we have captured as many views as possible. By engaging in this way we can ensure any plans have been properly discussed and everyone’s views have been considered. We need to ensure that we give ‘intelligent consideration’ to our findings to ensure we can evidence how the intelligence has informed our plans. Using these aims, the objectives will be:

To communicate clearly and simply the messages in an accessible format, how our plans will deliver services for residents, staff and service users living in both Calderdale and Greater Huddersfield.

To listen to public views on the plans using a variety of mechanisms to engage with people and capture views.

To actively engage with current service users and staff to understand in more detail their views and the direct impact they may have on those currently working for, and using a service.


To ensure we meet with a representative sample of the population to understand if there are any particular impacts on the nine protected groups as defined by the Equality Act 2010.

To analyse and identify key themes from what residents, staff and service users have told us so - including those relevant to protected groups.

To provide a report of findings on the engagement process, which will help inform the development of proposals which will be subject to a formal consultation.

To provide feedback to staff, public, patients and carers on the findings of the engagement activity.

To ensure any engagement activity is delivered in line with current legislation.

To ensure that adequate engagement has been undertaken .

8. Principles for Engagement NHS Calderdale and NHS Greater Huddersfield CCG both have ‘Patient Engagement and Experience Strategies’. These strategies have been developed alongside key stakeholders. The strategies set out our approach to engagement and what the public can expect when we deliver any engagement activity. The principles in both strategies state that we will;

Ensure that we engage with our public, patients and carers early enough throughout any process.

Be inclusive in our engagement activity and consider the needs of our local population.

Ensure that engagement is based on the right information and good communication so people feel fully informed.

Ensure that we are transparent in our dealings with the public and discuss things openly and honestly.

Provide a platform for people to influence our thinking and challenge our decisions.

Ensure that any engagement activity is proportionate to the issue and that we provide feedback to those who have been involved in that activity.

The strategy sets out what the public can reasonably expect us to do as part of any engagement activity and the process we need to deliver needs to preserve these principles to ensure public expectations are preserved.

9. Legislation Health and Social Care Act 2012

The Health and Social Care Act 2012 makes provision for Clinical Commissioning Groups (CCGs) to establish appropriate collaborative arrangements with other CCGs, local authorities and other partners. It also places a specific duty on CCGs to ensure that health services are provided in a way which promotes the NHS Constitution – and to promote awareness of the NHS Constitution.

Specifically, CCGs must involve and consult patients and the public:


in their planning of commissioning arrangements

in the development and consideration of proposals for changes in the commissioning arrangements where the implementation of the proposals would have an impact on the manner in which the services are delivered to the individuals or the range of health services available to them, and

In decisions affecting the operation of the commissioning arrangements where the implementation of the decisions would (if made) have such an impact.

The Act also updates Section 244 of the consolidated NHS Act 2006 which requires NHS organisations to consult relevant Overview and Scrutiny Committees (OSCs) on any proposals for a substantial development of the health service in the area of the local authority, or a substantial variation in the provision of services.

The Equality Act 2010

The Equality Act 2010 unifies and extends previous equality legislation. Nine characteristics are protected by the Act, age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation. Section 149 of the Equality Act 2010 states that all public authorities must have due regard to the need to a) eliminate discrimination, harassment and victimisation, b) advance ‘Equality of Opportunity’, and c) foster good relations. All public authorities have this duty so the partners will need to be assured that “due regard” has been paid through the delivery of this strategy and in the review as a whole.

The NHS Constitution

The NHS Constitution came into force in January 2010 following the Health Act 2009. The constitution places a statutory duty on NHS bodies and explains a number of patient rights which are a legal entitlement protected by law. One of these rights is the right to be involved directly or through representatives:

In the planning of healthcare services

The development and consideration of proposals for changes in the way those services are provided, and

In the decisions to be made affecting the operation of those services.

10. Engagement The engagement activity will be planned to capture views of staff and local people with a specific focus on patients currently using services, protected groups and carers. A plan proposing the engagement activity is attached as an action plan (appendix 1). 9.1 What we already have in place


We currently have a number of mechanisms in place to capture the views of the public. These mechanisms will continue to be utilised throughout this process. The current engagement mechanisms are:

Staff, professionals and clinicians are already engaged in our plans through the working groups which form part of the Strategic Review. These conversations will continue.

Local councillors and MP’s have been kept up to date with briefings and a log of all conversations and contact has been established.

Overview and Scrutiny Committees and Health and Well Being Boards are being kept up to date with our plans through presentations and briefings.

A dedicated website and partner websites which will contain information on how to contact us and also opportunities to post comments. This includes the use of social media such as Twitter and Facebook.

A ‘Reference Group’ has been established for each of the working groups that form the Strategic Review. Reference Group members total 90 organisations and individuals and the membership is growing. We will keep our ‘Reference Group’ members up to date and they can contact us with comments using the dedicated phone line.

PALS and complaints services have been fully briefed and they will capture public views as part of their customer facing role.

We are working closely with Healthwatch colleagues to ensure we provide consistent messages to the public and capture views on a day to day basis.

We are briefing staff and member practices, including Patient Reference Groups so local staff can respond to public questions and comments.

We will trawl existing consumer websites including those attached to the local media, patient opinion and NHS Choices to gather feedback.

9.2 What else do we need to do? In order to enable the public to engage with us we will need to provide further platforms for discussion, offer stakeholders the chance to host conversations and directly target those groups who we need specific feedback from. The engagement activity will be delivered using a number of mechanisms and will need full commitment from all partners to providing staffing and appropriate key speakers as required. The engagement mechanisms will be: 9.2.1 Drop in Sessions - To ensure all members of the community we serve have an opportunity to have their say, we will need to deliver drop in sessions in each local area. Each session will be on different days and different times to give as many people as possible the chance to attend. The drop in sessions will provide a platform for the public to talk to us about the proposals and for staff to listen to peoples’ views. There will also be an information stand displayed about the proposals in easy to understand and accessible formats. We recommend that we deliver 9 drop in sessions across Calderdale and Greater Huddersfield to cover a number of geographical locations. 9.2.2 Road-show activity – stands in prominent locations in the local community to engage with local people. These could be supermarkets, shopping centres, and sports centres, places of worship or existing community activities or events. We recommend that we place


ourselves in 10 central locations across Calderdale and Greater Huddersfield – these will be published with the drop in session dates through the website and media. 9.2.3 Comments cards – comments cards will be available at the drop in sessions and in other service areas for people to write down any comments, issues or concerns they may have. A comments box will also be made available for the comments cards to be posted to provide anonymity. 9.2.4 Media and communications - The communication channels identified in section 10 will be used to disseminate information about the drop in sessions and will describe any other opportunities for involvement. In addition a contact name and number will be provided for members of the public to contact should they need more information. The media support required includes:

Posters in key locations to promote the engagement and advertise the drop in sessions.

Sign-post people to websites where they can receive more information and provide comment.

Provide a contact point for anyone requesting a presentation or discussion on the Strategic Review.

Social media feeds

Media releases and liaison. 9.2.5 Existing networks - In addition we need to capture people’s view through engagement and conversation and we can use our networks and existing platforms to host conversations and ensure comments and views are captured on the proposals by circulating a summary document and attaching a short questionnaire. We can use third sector organisations and membership networks to deliver this. To be able to ensure we capture a representative sample of community views we will equality monitor at each engagement activity intervention. This will enable us to ensure we reach protected groups who may have different experiences of health and social care services, and where we do not we will specifically target engagement to reach them. 9.2.6 Staff Engagement – we will be using the same material to engage staff. We will build on existing platforms in organisations and utilise notice boards, websites, staff briefings, local intranets through partner organisations. 9.2.7 Political stakeholders – We will write to core MPs to offer monthly informal briefings to keep them abreast of progress with the strategic review and address any specific questions they may have. In this letter we will also inform them in advance of any new material being posted on our website. In addition we will write to the elected members of each council via the appropriate officers offering a similar approach. This will be in addition to reacting as appropriate to any suggestions for alternative approaches the MPs and/or elected members may suggest.


11. Communication Current communication channels will be utilised to reach service users, the public and stakeholders to distribute information and to raise awareness of the activity taking place so this will support the engagement process. Communication channels identified in this section will be used to disseminate information and will provide opportunities for patients and the public to provide their views. We will do this by:

Develop a media release to let people know how we intend to engage with patients, public and other stakeholders. Build messaging about our approach to engagement into on-going media liaison opportunities

Supporting the production and distribution of the engagemnt document for use in engagement meetings and events including any supporting media like Q&A documents.

Work with communications colleagues to develop further collateral to explain the case for change and the wider issues around the strategic review

The methods below will also be supported by the communication leads for each organisation using a central team within the Programme Management Office to produce press releases, content for social media, intranet and internet sites and staff engagement. We will use the following delivery methods to reach each of the named target audiences:

Target Audience Delivery Method

Service users, general public, third sector

Partners’ intranets, websites and social media platforms

Partners’ membership forums

Relationship matrix

Patient Reference Groups

Third Sector umbrella organisations.

Patient groups

Carers groups

OSC/Health and Well being boards Meetings/ briefings

Staff Internal bulletins

Staff Intranets

Cascades at meetings through managers.

Healthwatch Briefing meeting Email and personal discussions Newsletter articles

Elected members / Councillors Information to be circulated electronically – explanatory email with a link to web survey

Local Professional Committees

Information to be circulated electronically. Face to face discussions to be offered to LMCs etc.


Media Proactive media releases briefings Social media

Member practices Utilise practice manager forums Member networks Specific engagement meetings as required

12. Equality

All engagement activity will be equality monitored to assess the representativeness of the views gathered during the engagement process. Where there are gaps in gathering the views of specific groups relating to the protected characteristics, this will need to be addressed prior to formal consultation. The engagement activity is required to identify trends in opinion and these will form part of the engagement process with findings feeding directly into the Equality Impact Assessment for the Full Business Case.

13. Non pay budget required

Engagement Phase Budget Calderdale and Huddersfield Health and Social Care Strategic Review

Item Estimated

Cost

Community Champions/Community Assets £10,000.00

Children and Young People specific engagement £ 2,000.00

Venue Hire – 4 for Calderdale (upper and lower valley, central and north) – 5 for Greater Huddersfield (town centre, Denby Dale, Holmfirth, Slaithwaite, Salendine Nook)

£5,000.00

Refreshments £1,000.00

Interpreters £3,000.00

Engagement document (low key) – Leaflet, summary document, questionnaire, design, printing, electronic format.

£5,000.00

Accessible formats – language, large print, Braille and easy read £1,000.00

Posters in GP practices and localities £1,500.00

Events display materials and presentations £2,000.00

Press adverts £4,000.00

Maximum total budget required

34,500.00


14. Analysis of data and presentation of findings We will fully utilise all existing engagement intelligence and ensure that we have gathered and considered previous information to inform the process. Once the proposed engagement activity has taken place we will ensure that all recent and existing intelligence is captured into one report. This report will provide an overview of the views of staff, public, patients and carers on the proposals. This report will be received through internal reporting mechanisms and a decision will be made on the next steps which will include a formal consultation process. A Communications, Engagement and Equality Formal Consultation Plan will then be developed to accompany this process.

15. High level time line for delivery

What By When

Providers develop OBC May

Preparation and planning for engagement March

Delivery of Pre- engagement April and May

Consultation Institute Assurance June

Analysis and report June

Include in OBC TBC

Preparation and planning for consultation May/June

Governance and approvals July

Consultation (12 Weeks)

Post consultation feedback (4-8 Weeks)

Potential Sec of State Review (3months)

Summer 2014

1

Calderdale and Huddersfield Strategic Review - Engagement Stage April and May 2014.

Drop in sessions – Calderdale and Greater Huddersfield

Catchment Area Drop in Location Date of meeting Time of meeting

North Halifax

New Beginnings @Threeways April date between 1st -10th 2014 (tbc) 2pm - 7pm

Fartown

Fartown Village Hall April date between 1st -10th 2014 (tbc) 2pm – 7pm

Salendine Nook

Salendine Nook YMCA Wednesday 28th May 2pm - 7pm

Slaithwaite

Slaithwaite Village Hall Friday 30th May 2pm -7pm

Lower Valley

Brighouse Civic Hall Wednesday 4th June 2014 (tbc) 2pm-7pm

Denby Kirkburton “The Hub” Thursday 5th June 2014 (tbc) 2pm – 7pm

Upper Valley Mytholmroyd Community Centre Friday 6th June (tbc) 2pm – 7pm

Central Halifax

Heath Training and Development Centre Monday 9th June 2013 2pm – 7pm

Holmfirth Holmfirth Civic Hall Wednesday 11th June (tbc) 2pm-7pm

Appendix 2

2

Asset Based Approach – Planned Activities - Greater Huddersfield from 1st April – 31st May

Group / Forum Contact Existing / New

Description Location Protected Characteristics

Engagement Officer Best Time To Engage

Estimated numbers

Sister Shout Existing Lesbian Support Group

Town Centre Yes Carmen Tuesday Eve

10

HUGG Existing Huddersfield Gay Group Town Centre Yes Carmen Wednesday Eve 22 Chinese Community

Centre Existing Social Hub for Chinese

Community in South Kirklees Town Centre Yes Carmen Daytime Mon 10

APNA Health Existing Health Support Group Springwood Temple Yes Carmen Weekend 50 Kurdish Ladies Existing Activity & Learning Support

Group

South Kirklees Yes Carmen To be confirmed 10

Huddersfield Deaf Community

Existing Centre for the Deaf Huddersfield Town Centre

Yes Carmen Evening 20

African Caribbean Showcase Group

Existing Black History Showcase Ashbrow / Birkby / Fartown

Yes Carmen Evening 7

Ahmadi Muslim Association

Existing Faith Group and Health Focus

Birkby Yes Carmen Friday Daytime 70

Huddersfield Pakistani Alliance

Existing Older people luncheon group

Thornton Lodge Yes Sarli Monday Lunchtime 10-20

Friends of Beaumont Park

Existing Park Support Crosland Moor Yes Sarli To be confirmed 15

Agewell Existing Older peoples support group mixed ethnicity

Fartown Yes Jeremy Thursday Daytime 25

Birkby Croft Existing Sikh and South Asian Women support group

Birkby Yes Jeremy Tuesday Daytime 35

Jigsaw / Young Adults with Physical Disabilities

Existing Employment support for people with disabilities

South Kirklees Yes Jeremy Evenings and or Weekends

15

Hillhouse Gurjdwara Existing Sikh Temple involved in T.B focus group. Interest in health

work identified

Hillhouse Yes Jeremy Saturdays 25

Women’s Sewing Group – South Asian

Women

Existing Sewing – Peer support emotional health and

wellbeing

Birkby Yes Linda Monday a.m 10

One stop shop, Birkby Existing South Asian Women attending one stop shop

Birkby Yes Linda Thursday PM 15

Sahaylees Netball Existing Sport Fitness. South Asian Women

Birkby Yes Linda Flexible 10

BACC Existing Black African Caribbean Support Group Community &

Wellbeing

Huddersfield Central / South Kirklees

Yes Rebecca Flexible 15

Asset Based Approach Planned Activities – Calderdale from 1ST April – May 2014

3

Group / Forum Contact Existing / New Description Location Protected Characteristics

Engagement Officer Best Time To Engage Estimated numbers

Forum 50+ Existing Network of older people Calderdale Age - older Soo Asset to decide 100

Northowram over 50’s

Existing Group meeting Town ward Age – older Hanif Tuesday Morning 20

Southowram over 50’s

Existing Group meeting Town Ward Age-older Hanif Thursday afternoon 20

WAC Existing Day care centre Central Halifax Age- older/BME Sajid Asset to decide 50

Women’s Centre Existing Drop in centre Calderdale Women/gender Helen Asset to decide 50

Crisis Pregnancy Care

Existing Drop in centre Calderale Women/gender Val Asset to decide 10

British Muslim Association

Existing Day care centre Central Halifax Religion/ethnicity Rahoof Asset to decide 50

Integrate Existing Group meeting Todmorden BME Nadeem Asset to decide 50

Interfaith Council Existing Network of faith groups Calderdale Religion – all faiths Hanif Asset to decide 100

C COM Existing Network of mosques Calderdale Religion – muslim faith Sail Asset to decide 100

Carers project Existing Support groups for carers in Calderdale

Calderdale Carer Wendy Various support groups in April

100

St Augustines Centre Existing Central drop in facility with community cafe.

Calderdale Asylum seekers & refugees

Laura Cafe Wednesday – 12 noon

50

Pennine Magpie Existing Day care for young people with a learning/physical

disability

Calderdale Disability – Young people

Jill Asset to decide 20

Disability Partnership

Existing Network of people with a disability.

Calderdale Disability - all Hanif 2nd Tuesday evening in May

30

Disability Support Calderdale

Existing Support group for people with a disability

Calderdale Disability - all David Asset to decide 50

Dialogue Groups SWYFT

Existing Monthly meeting for mental health service users and

carers.

Calderdale Mental Health/carers Aboo Monthly – April/May 30

Ver di Gris Existing Arts group for older people with Dementia

Calderdale Mental Health/Age Jeff Asset to decide 20

Pavilion in the Park Existing Youth club for young people

Pye Nest / Sowerby Bridge

Young People Rod Asset to decide 50

Calderdale Reds Existing Youth club for young people

Calderdale Young People Asad Asset to decide 50

St Georges Youth Club

Existing Youth club for young people

North Halifax Young People Sarah Asset to decide 50

CY3P Existing Engagement project for young people

Calderdale Young people Anne Gomersall Asset to decide 100

Himmat Existing Youth provision for excluded young people

Calderdale Young People Rahat Asset to decide 50

Project Colt Existing Drop in support group for people with substance

misuse.

Calderdale Substance misuse Mary Asset to decide 30

Basement Project Existing Drop in support group for people with substance

misuse.

Calderdale Substance misuse Hanif Asset to decide 50

Asset Based Approach Planned Activities – Calderdale from 1ST April – May 2014

4

Group / Forum Contact Existing / New Description Location Protected Characteristics

Engagement Officer Best Time To Engage Estimated numbers

NBCC Existing Community Hub North Halifax - Ovenden

Geographical representation

Colin/Roy Asset to decide 50

Rastrick CC Existing Community Hub Lower Valley Geographical representation

Jason Asset to decide 50

Halifax Opportunities Trust

Existing Community Hub Central Halifax Geographical representation

Abrar Asset to decide 50

Boothtown Partnership

Existing Community Hub Town Geographical representation

Vicky Asset to decide 50

Mixenden Resource Centre

Existing Community Hub North Halifax Geographical representation

Liz Asset to decide 50

Old Library Cornholme

Existing Cafe and community Hub Upper Valley Geographical representation

Hanif Asset to decide 50

BME Network Existing Network of diverse organisation and groups.

Calderdale BME/Geographical Rahoof Asset to decide 100

Healthy Living Partnership

Existing Community Hub Park Ward BME/Geographical Safdar Asset to decide 30

Elland and District Partnership

Existing Community Hub Lower Valley Geographical Jo Asset to decide 50

Halifax Central Initiative

Existing Community Hub Central Geographical Hanif Asset to decide 50

Existing networks – Calderdale and Greater Huddersfield

5


Description Location Mechanism Engagement Officer

Best Time To Engage

Estimated numbers

Membership - Locala Existing Locala have a membership database of

x amount of people

Greater Huddersfield wide

Calderdale wide

Sent out an engagement document to each member

via the newsletter

Amanda Thomas April 2014 tbc

Membership - SWYFT Existing SWYFT have a membership database of

x amount of people


Calderdale wide

Sent out an engagement document to each member

via the newsletter

Bronwyn Gill April 2014 tbc

Membership CHFT Existing CHFT have a membership database of

x amount of people


Calderdale wide

Send out the engagement document to each member

Sabrina Armstrong April 2014 tbc

Patient Reference Groups - calderdale

Existing Most practices have patient reference groups

and a central group.

Calderdale wide Send out an electronic engagement document to

each member

Tracey Robson April 2014 tbc

Patient Reference Groups – Greater

Huddersfield

Existing Most practices have patient reference groups

and a central group.


Send out an electronic engagement document to

each member

Emma Tasker April 2014 tbc

Third Sector Networks - Calderdale

Existing North Bank Forum provide support to over

700 local groups

Calderdale wide Send out an electronic engagement document to

be included in the newsletter.

Dawn Pearson April 2014 700 groups

Third Sector Networks – Greater

Huddersfield

Existing Voluntary Action Kirklees and Third Sector

Leaders provide support to local VCS groups.


Send out an electronic engagement document to

be included in the newsletter.

Dawn Pearson April 2014 500 groups

Healthwatch Existing Calderdale and Greater Huddersfield both have a

Healthwatch


Calderdale wide

Send out an electronic engagement document to be used at focus groups.

Dawn Pearson April 2014 tbc

Relationship Matrix Existing Calderdale CCG and Greater Huddersfield

CCG have a relationship matrix of 60 groups


Calderdale wide

Send out an electronic engagement document to be used at focus groups.

Richard Kennedy April 2014 14,000 people

Road-show Activity – Calderdale and Greater Huddersfield

6

Greater Huddersfield



Engagement Officer

Best Time To Engage

Estimated numbers

* Sports Development Team

groups

New Engage with participants in existing groups move

more often, Health Walks

South Kirklees -

Linda Flexible 200

*Roadshow events in town centre and neighbourhoods

across South Kirklees

New Mobile Engagement

South Kirklees -

Jeremy / Rebecca Flexible 1000

Internal Disability Network

New Support for Kirklees employees with

disability

South Kirklees Yes To be confirmed 25

Calderdale



Engagement Officer

Best Time To Engage

Estimated numbers

Roadshow New Market stall to be booked

Todmorden All Engagement and Communications

Team

Saturday 5th April 150


Elland All Engagement and Communications

Team

Friday 11th April 150


Hebden Bridge All Engagement and Communications

Team

Thursday 17th April 150


Brighouse All Engagement and Communications

Team

Saturday 19th April 150

Roadshow New Car Boot Sale Pitch @North Bridge Leisure Centre

Central Halifax All Engagement and Communications

Team

Sunday 27th April 500+

Calderdale Clinical Commissioning Group Strategic Review Engagement Plan

Documents

Transcript of Calderdale Clinical Commissioning Group Strategic Review Engagement Plan