Patient Engagement Programme Workshop/Meeting
Date:
Time:
Venue:
Chair:
15 November 2013
1400 to 1700
Large Meeting Room GPS
Rebecca Rosen
PRESENT:
Carina Crawford-Rolt
Nicola Havutcu
Bridget Imeson
Dilo Lalande
Eugenia Lee
Elena Lepore
Rosaline Mitchell
Rebecca Rosen
Ash Sharma
Senior Organiser
Director of Integrated
Governance
AD, Public Health &
Wellbeing
AD, Communications &
Engagement
GP
Governing Body Business
Support
Manager
GP
Health Organiser
Citizens UK
NHS Greenwich CCG
Royal Borough of
Greenwich
NHS Greenwich CCG
NHS Greenwich CCG
NHS Greenwich CCG
Healthwatch Greenwich
NHS Greenwich CCG
Citizens UK
NOTES
Item
1.
Action
Welcome and introductions
Nicola Havutcu opened the meeting and explained that,
unfortunately, Greg Ussher who was to have chaired the meeting
was unable to attend and had sent his apologies.
She explained that the meeting would take on the format of an
informal meeting/workshop, rather than a Board.
2.
Apologies for absence
Apologies had also been received from Leceia Gordon MacKenzie.
3.
Conflicts of Interest
None noted.
Chair: Dr Hany Wahba
Chief Officer: Annabel Burn
4.
Notes of Previous Meeting
These were briefly reviewed.
5.
Terms of Reference and Membership
It was noted that Rebecca Rosen has contributed an amendment to
the Terms of Reference which has been incorporated. The list of
local duties is yet to be incorporated.
Add the demographics of Greenwich to the TOR.
Subject to the above being incorporated, it was agreed that the
Terms of Reference could be signed off.
6.
DL
Next Steps for Patient Engagement Strategy
Discuss and agree the organisation’s strategic aims and objectives
 Find ways to engage and build a relationship with the many
constituencies within the local community
 Find different constituencies who live in Greenwich
 Include areas of deprivation
 Determine what we want the end to be
 Determine what message we want to send out
 Engage and create accountability
 Encourage people to sustain their own health and wellbeing.
Consideration is to be given to financial constraints in the next
decade, harnessing resources that are already available. In other
words, develop existing assets then commission them appropriately,
rather than just responding ad hoc to needs. This defines asset
accountability.
Determine what is it that we are aiming to change in terms of patient
engagement.
Discuss and agree the commissioning engagement cycle
The group discussed and developed the Commissioning Cycle.
There should be engagement at every point of the Commissioning
Cycle.
2
Pertinent points:
i.
ii.
iii.
iv.
v.
Identify health needs
Manage demand
Identify supplies/resources
Identify the process for managing supplies/resources
responsibly
Manage waste
Ask service users how best can the CCG manage supplies/
resources that are available to best suit them.
There never seems to be a finite number of resources yet there is
considerable wastage in, for example, A&E.
We need to develop the right branding, not just for the CCG’s
workforce but also for the public.
A patient charter, listing patients’ responsibilities, would say more
about a responsible use of the NHS. Co-commitment needs to
happen publically.
Make the public and NHS commitment as open as possible in a
public forum and at the same time devolve power to the people.
The Council has a community engagement strategy, with a
Communications Team, which may change after the borough
elections. This could bring in a number of new councillors. The
Council is interested in what the NHS is doing and seems to be
‘fixated’ on A&E pressures.
There is a £10m integration fund (community asset) and the
question is how to use it.
Tactics:
Carina Crawford-Rolt elaborated.
How do we pose the right question? What do we have to offer?
 Everyone wants to build a healthy borough
 Many different activities
 Within this document (sic) will focus on how we “communicate
and engage well” to
3




build healthy communities
understand local determinants of health
shape our commissioning/social services
develop communities and individuals as “resources” for
each other/for the CCG
 create resources for responding to the ITF
 build social responsibility and sustainability
… and we commit to “explain the limits” and “be transparent”.
Further, to:
 Develop the community of Greenwich in order to listen and
identify issues affecting health within the borough
 Commit to act on and be held to account on recommendations
which have been developed by the community in the CCG and
RBG
 Work with partners and residents of the borough to support the
development of informed and resilient communities who are
empowered to look after their own health and wellbeing, who
understand how health and social care services are resourced
and how they can be used responsibly, and who can work with us
to build and shape high quality services valued by local people.
 Meaningfully and creatively engage with the local community and
partners to work together in shaping and sustaining health
services that fit local needs within current financial constraints
 Engage with empowered communities as partners, adopting a
philosophy of integration and accountability to build health and
social resilient communities through the identification and
investment in community assets
 Identify the resources to support the groups to function
4