Connecting CCG patient and public involvement
into the
HIOW Sustainability and Transformation
Partnership
20th June 2017
#involveNHS
#involveNHS
Susanne Hasselmann,
Chair, National Lay Member Network
NHS Clinical Commissioners
Aims for today:
• Strengthen relationships between CCGs and Wessex Voices/
Healthwatch
• Consider how successful current PPI mechanisms are in
addressing our local challenges
• Develop an Action Plan for the next 6 – 12 months
Agenda
Time
1325
Session
‘What are the challenges facing the HIOW’s
health systems and how will public and
patient involvement form part of the STP
governance arrangements?’
Lead
Richard Samuel, SRO for the
Hampshire Isle of Wight
Sustainability & Transformation
Partnership
Followed by discussion
1345
Who are we and what do we do?
Reps from various organisations
1415
Workshop discussions
Jessie Cunnett
1550
Next steps
Susanne Hasselmann
Six principles for engaging people & communities
• Services are created in partnership with citizens
and communities
• Care and support is person-centred: Personalised,
coordinated, and empowering
• Focus is on equality and narrowing inequality
• 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 key enablers
(National Voices)
Streamlining our actions to make Public and Patient
Involvement the best we can
NCM
Develop
ment
Vascular
Service
ReDesign
GP
Practice
Closure
MIU
Closure
National/ STP/ LDS (ACS) or CCG?
• Individual Involvement
• Collective Involvement
• Co-production
#involveNHS
Richard Samuel
Senior Responsible Officer,
HIOW Sustainability and
Transformation Partnership
The Hampshire and Isle of Wight
Health and Care Sustainability and
Transformation Partnership
3
Private andConfidential
Opening reflections
In the last decade we have seen some extraordinary achievements
• Extraordinary responsiveness and commitment
• Record cancer survival rates
• Hospital acquired infections now amongst lowest in Europe
• Emergence of precision medicine
• 80% of people in stroke units rated good or excellent
• Public satisfaction highest in all bar 3 or the last 30 years
• Life expectancy increasing at the rate of five hours per day
• The wonderful and extraordinary
gift of ageing: Over 85s will double
in the next 20 years
The five NHS paradoxes
• We are getting healthier, but we are using the NHS more
• Quality of care is improving but more transparency about care gaps and
mistakes needed
• Staff numbers up but staff under greater pressure
• Public are highly satisfied with the NHS but concerned for its future
• The NHS is both transforming and reaching breaking point.
The job of the collective leadership of health and care is to work together
to prevent the NHS from reaching crisis whilst not losing the unique
character of the NHS.
2017/18 work programme
Delivery for 2017/18
• Cancer 62 day
• ED Standard
• Mental health access standards
• Primary care resilience and access
• Workforce solutions
• Financial delivery
Transforming Delivery Capability
• Create integrated place based delivery systems
[LDS]
• Develop integrated out-of-hospital care
• Removal of cost / improve quality through interorganisational collaboration
• Create the digital and intelligence infrastructure
to support transformation
• Create shared quality improvement approaches
• Build trust and confidence with and between
local citizens, staff and leaders
Local matters to conclude
• Transformation of care for the population of north and mid Hampshire
• Creating sustainable clinical services for the population of the Isle of Wight
• Concluding the transformation programme for Southern Health NHS Foundation
Trust
Citizen, patient and staff engagement and involvement
• We are already part-way through working with local people on some complex
issues
• Over 10,000 people involved over the last three years
• Clarity, transparency and consistency is critical at all points of this journey
• No support for revolution but the change conditions require ‘paced evolution’
• Political and clinical ownership remains key
• Subsidiarity principle for engagement and involvement
• Evolution to personalised care and co-production as a default
• Focus needed on equality impact of all plans
• Evidence of strong localised in depth engagement – how do we achieve large
scale involvement?
#involveNHS
Are there other challenges?
What are the building block for
good PPI and STP governance?
Who are we and what do we do?
Organisation/role
Representative
Wessex Voices
Emma Leatherbarrow, Director of
Partnerships, Help & Care
Healthwatch
Rob Kurn, Manager,
Healthwatch Southampton
NHS Communications and Engagement Lead Sharon Ward, Associate Director of
Communications and Engagement,
North East Hants and Farnham CCG
CCG Lay Member
Nick Wilson, CCG Lay Member for PPI,
South Eastern Hants CCG
#involveNHS
Jessie Cunnett
Director and Founder
PPI Solutions
Table numbers
1 – Nicky P
2 – Susanne
3 – Emma L
Carole
David
Fiona
Caroline
Elizabeth
Peter
Claire
Nick
Richard
Dawn
Pat F
Sharon
James
Pat S
Simon
Jo
Sarah
Siobhan
June
Steve
Rob
•
What are we currently doing to support effective PPI?
•
How successful is this in promoting and supporting a
strong public voice in the development of STPs/ Local
Delivery Systems?
•
How could this be better? Where are the gaps?
•
What can we individually and collectively do over the
next year to make PPI more effective at an STP and
Local Delivery System Level?
What are the 1-2-3 things that the STP should focus on?
•
What support do you need from the STP to deliver this?
•
#involveNHS
Next steps
#involveNHS
www.wessexvoices.org