Gwent Clinical Futures Programme

1. Gwent Clinical Futures Programme Our Approach to Engaging People

2. Overview • Background • Framework for engagement and communication • Key stages • Outcomes • Lessons learned • Keeping going

3. Whole system change Placing the patient/user at the centre of service planning and delivery

4. PUBLIC AND STAKEHOLDER ENGAGEMENT FRAMEWORK PUBLIC AND PATIENTS P O L I T I C I A N S P A R T N E R S Strategic Partnerships STAFF ENGAGEMENT

5. Formal Consultation 06 Feedback on outcome 07 Specific proposals for change 06 Continuous Public Engagement and Consultation Service Pathways 05 Vision and Clinical Strategy Case for Change 03 Developing the plan

6. Approach • Work closely with Community Health Council • Use existing mechanisms • Patients Panel • LA “Viewpoint Panels” • Communities First and other community groups • Voluntary sector • Use variety of approaches • workshops • videos • media • tasks • Leadership • senior leadership • clinical engagement • Honesty • Continuity

7. Caerphilly Hospitals and Community Services Pathfinder Project – the testing ground NORTH TO SOUTH VIEW FROM CAERPHILLY ROAD

8. Informal Engagement • We asked for views on: • The top three improvements required in relation to current health services • Views on the case for change and changes being proposed • How people would like to be involved in the planning process in the future

9. Informal Engagement Conducted over a 3 months period - • 50,000 leaflets with pre-printed reply cards (free post service) • 9 minute video outlining the case for change • 48 meetings across all LHB areas • Dedicated web site • 9 features in the local press • Features in all local authority free press • 2 meetings with Assembly Members

10. Informal Engagement • Concerns/questions • Would we listen? • WAG support? • Does Primary have capacity? • Flexibility of workforce? • All aspects of physical access and transport? • Feedback on Process • Materials worked well • Website effective • Partnership approach • Press coverage

11. Continuing Engagement Series of Public Workshops Service models Option appraisals Benefits and objectives Senior leadership Clinical engagement Progressing through the planning process

12. Informal Engagement and Unscheduled care • Views on existing system • Too many entry points – not clear how and when to access the service • 999 calls are made to signpost entry point – ambulance call out is not necessarily the intended outcome for the caller • Variable access to urgent primary care consultations • What people would welcome • Single point of entry • Reliable and responsive services • Want in hours primary unscheduled care to UNIFORMLY match the standards of out of hours unscheduled care • Want own GP to provide core hours unscheduled care wherever possible • Rapid access to clinical opinion and signposting to appropriate service that are delivered within clear timescales based on clinical need • Happy with varied skill mix (provided training adequate) + consultation type (eg telephone) provided agreed/negotiated

13. Formal Public Consultation Conducted over a 3 months period on a specific set of proposals for change - • 30,000 public consultation documents with tear out questionnaire (free post service) • Document translated for BME communities • 97 meetings across all LHB areas (3,000 participants) • Dedicated web site (7,367 hits) • 25 features in the local press • Features in all local authority free press

14. Outcome • Support for proposals • CHC endorsement of the process and outcome • Feedback of outcome • Action plan to address issues raised

15. Formal Consultation 06 Feedback on outcome 07 Community Based Services Specific proposals for change 06 Frail Older People Pathway Continuous Public and Stakeholder Engagement Service Pathways 05 Wayfinding strategies Vision and Clinical Strategy Single patient bed rooms Case for Change 03 Implementing the plan Developing the plan

16. Lessons learned … • Effective working relationships with CHC • Recognise the time and energy this needs and prioritise it • Provide “leaders” with support, coaching, even training (including clinicians) • Anticipate common queries; prepare honest, common replies • Don’t waste people’s time • Use new technology to support process • Keep a feed back loop going, and build up engagement • Old style public consultation meetings are the least effective way of doing this

17. Lessons learned cont/d… • The case for change must • Have quality at it’s centre • Be clinically owned • Give arguments for sustainability • Keep going – you can never do enough