Health and Wellbeing Board  6 th  July 2011
Background  <ul><li>Poor service user engagement  identified as key to service provision failure in the:  </li></ul><ul><u...
Background  continued  <ul><li>Engagement and involving service users is undertaken by multiple organisations in Staffords...
Project   Aim <ul><li>To establish a viable, independent and community led Community Interest Company (CIC) that will brin...
Expected benefits  <ul><li>Enhanced community engagement and involvement  </li></ul><ul><li>A shared resource of intellige...
Potential services* provided by the CIC   <ul><li>LINk (from January 2012) </li></ul><ul><li>HealthWatch (from October 201...
Engaging Communities Board Business structure <ul><li>Legal entity </li></ul><ul><li>Legally HealthWatch and other statuto...
Business Principles <ul><li>- Initial funding is likely to come from being commissioned to deliver existing and new servic...
Business Principles  continued  <ul><li>The social enterprise is accountable to: </li></ul><ul><li>- Contractual commitmen...
Timescales  <ul><li>From July 2011 identify possible contracts with service providers </li></ul><ul><li>From September 201...
Contacts for Engaging Communities Staffordshire  <ul><li>Dave Ellis (Development Manager)  </li></ul><ul><ul><li>01785 887...
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Health and Wellbeing Board Presentation_060711

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Health and Wellbeing Board Presentation_060711

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

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