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Health and Wellbeing Board Presentation_060711

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Transcript

  • 1. Health and Wellbeing Board 6 th July 2011
  • 2. Background
    • Poor service user engagement identified as key to service provision failure in the:
      • - David Colin Thomé report ‘A review of lessons learnt for commissioners and performance managers following the Healthcare Commission investigation’
      • - Mid Staffordshire NHS Foundation Trust Inquiry
    • DoH funded a project to strengthen relationships across the county in relation to patient and public involvement and as a result:
      • - Local health and social care leaders highlighted the need for a more coherent system to support the voice of patients and the public across Staffordshire
      • - A Strategic Steering Group was formed (senior representatives from Staffordshire County Council, South Staffs PCT, Mid-Staffs NHS Trust, DoH, Patient and Public Affairs and Primary Care)
      • - Engaging Communities Staffordshire was funded by partners on the Strategic Steering Group
  • 3. Background continued
    • Engagement and involving service users is undertaken by multiple organisations in Staffordshire currently
    • Information is held in different places and used in different ways
    • 19 organisations with a direct interest in the engagement of the community have been involved in the Engaging Communities Staffordshire project including:
      • - all the NHS trusts
      • - the County Council
      • - the LINk
      • - the Voluntary and Community Sector
  • 4. Project Aim
    • To establish a viable, independent and community led Community Interest Company (CIC) that will bring together into one place:
        • Public engagement
        • Consultation
        • Complaints, and
        • Consumer advice and insight services
  • 5. Expected benefits
    • Enhanced community engagement and involvement
    • A shared resource of intelligence for commissioners, managers and providers on service user perspective which:
      • - is up to date
      • - demonstrates trends and changes in the information over time
      • - indicates whether opinions differ between places, communities and individuals
      • - provides knowledge about under and over representation of those being engaged with
      • - establishes “one version of the truth” when looking at evidence to support decisions
      • -allows the ‘bigger picture’ to be seen
    • Enhanced efficiencies by preventing duplication of engagement
    • Better public response due to more targeted engagement
  • 6. Potential services* provided by the CIC
    • LINk (from January 2012)
    • HealthWatch (from October 2012)
    • PALS / Consumer advice
    • Complaints
    • Community engagement services
    • Training
    • Supporting patient groups and networks
    • Consultancy service
    * Provided by a mix of sub-contracts and direct support from a small team
  • 7. Engaging Communities Board Business structure
    • Legal entity
    • Legally HealthWatch and other statutory functions
    • Accepts contracts
    • Employs and directs staff
    • Complies with company law
    • Business units & staff
    • to deliver or commission ...
    • HealthWatch responsibilities, including LINk, complaints, advocacy
    • Trust Membership
    • Involvement
    Senior management & support
  • 8. Business Principles
    • - Initial funding is likely to come from being commissioned to deliver existing and new services by the Client Stakeholder Group
    • - The social enterprise will be an independent business at arms length from Client Stakeholders
    • - The social enterprise can pursue other business opportunities that fall within its expertise
    • - The social enterprise must make a surplus of income over expenditure to continue in existence
    • - All surplus is reinvested back into the enterprise
  • 9. Business Principles continued
    • The social enterprise is accountable to:
    • - Contractual commitments commissioned by the Client Stakeholder Group
    • - The legal and regulatory frameworks for running a company
    • - The executive (employees) of the social enterprise are employed by, and responsible to, the Board
  • 10. Timescales
    • From July 2011 identify possible contracts with service providers
    • From September 2011 recruitment of Directors to the Company Board
    • Company established December 2011
    • Early 2012 CIC starts trading
  • 11. Contacts for Engaging Communities Staffordshire
    • Dave Ellis (Development Manager)
      • 01785 887994
      • Mobile 0771 409 4427
      • Email [email_address]
    • Zoe Booth (Development Assistant)
      • 01785 887993
      • Email [email_address]
    • Website
      • www.engagingcommunitiesstaffordshire.co.uk