Agenda Item 8

Report To:

NHS Calderdale Clinical Commissioning Group Governing Body 10th April 2014 Strategic Review Engagement Plan

Title of Report:

FOI Exemption Category: Open

Responsible Officer:

Penny Woodhead - Head of Quality

CCG Lead: Report Author and Job Title:

Executive Summary:

Dr Steven Cleasby

Penny Woodhead Head of Quality

Finance/Resource Implications: Risk Assessment:

This report provides the Governing Body with information on the engagement work associated with the proposals for transformation of health and social care in Calderdale and Greater Huddersfield. Included in the Strategy Risk is managed in line with risk management policy and procedures, included in the corporate risk registers and Board Assurance Framework as relevant. Not considered as part of the report This is detailed in the plan - CCG, Provider staff and our community asset will be engaged to deliver this plan. Equality data will be captured as part of this plan. Governing Body The Governing Body is recommended to note the information provided about the engagement plan for the Strategic Review, and make any further comments as appropriate. Page 1 of 4

Health Benefits: Staffing/Workforce Implications: Outcome of Equality Impact Assessment: Sub Group/Committee: Recommendations:

1.0 1.1

Purpose of the report The purpose of this report is to provide an update to the Governing Body about the engagement work associated with the proposal for transforming Health and Social Care Services in Calderdale and Greater Huddersfield, including the Strategic Outline Case developed by the Strategic Review Providers.

2.0 2.1

Background Governing Body members will be aware that all seven organisations involved in health and social care in Calderdale and Huddersfield are working together on the Calderdale and Huddersfield Health and Social Care Strategic Review: Calderdale and Huddersfield NHS Foundation Trust (CHFT) Calderdale Clinical Commissioning Group (CCCG) Calderdale Metropolitan Borough Council Greater Huddersfield Clinical Commissioning Group (GHCCG) Kirklees Metropolitan Borough Council Locala Community Partnerships South West Yorkshire Partnership Foundation Trust (SWYPT).

2.2

The review consists of four working groups attended by staff, managers and clinicians from each of the partner organisations; each group has been tasked with identifying proposals which will ensure we can meet the future needs of our population. The four working groups are: 1) Integration and Personalisation 2) Children 3) Capacity and Capability 4) Digitisation. The Governing Body received a presentation at its meeting in March 2014 about the Strategic Outline Case (SOC). The outline case is a response to the Strategic Review and a review by the National Clinical Advisory Team (NCAT) in spring 2013. Members will recall that the SOC was prepared in collaboration by three provider partner organisations; Calderdale and Huddersfield Foundation Trust, Locala Community Partnerships and South West Yorkshire Partnership NHS Foundation Trust (SWYPFT). The Strategic Outline Case (SOC) proposes a new model for the provision of hospital and community services across Calderdale and Greater Huddersfield. Under this model, the three providers would work together and closely with general practice, social care and voluntary organisations (the third sector) to deliver integrated care and support services in the community. This will include including moving current hospitalbased services closer to where people live. Page 2 of 4

2.3

2.4

2.5

It is important to recognise that the Strategic Outline Case is a set of scenarios underpinned by a strong patient, service user, public and stakeholder voice which are likely to be refined and change following further discussions and deliberations amongst the seven Strategic Review partners and the public.

3.0 3.1

Engagement Plan for the Strategic Review The main focus of this report is the engagement work associated with the proposal for transforming Health and Social Care Services in Calderdale and Greater Huddersfield (i.e. the Strategic Outline Case). Engagement experts in the West and South Yorkshire and Bassetlaw Commissioning Support Unit (WSYBCSU) have produced a Communication, Engagement and Equality Strategy and Action Plan (attached at Appendix 1). The main aims and objectives of the Communication, Engagement and Equality Strategy and Action Plan are to: Present the SOC in a language and format which clearly describes what it is about, what it means for individual stakeholders and what they can, and cannot, influence jointly present the transformation scenarios to staff, members of the public, patients, carers and their representatives ensure the plans are properly discussed and considered ensure any additional views are taken into account give intelligent consideration to the findings to ensure we can evidence how the intelligence has informed our plans To provide a report of findings on the engagement process to help inform the Outline Business Case. A variety of engagement mechanisms will be used to undertake the engagement work, including: Briefings for local politicians, overview and scrutiny committees and health and wellbeing boards A dedicated website containing information on how to provide feedback Briefings for staff and member practices Reference groups for each of the working groups in the strategic review Briefings for PALS and complaints services Working with Healthwatch Trawling of existing consumer websites including those attached to the local media, patient opinion and NHS Choices to gather feedback Drop in sessions Roadshow activity Comments cards Page 3 of 4

3.2

3.3

Media and communications Use of existing networks to host conversations and ensure comments and views are captured on the proposals by circulating a summary document and attaching a short questionnaire. Third sector organisations and membership networks will be used to deliver this. More detail can be found at Appendix 2. 3.4 To be able to ensure a representative sample of community views is captured, the team will equality monitor at each engagement activity intervention. Monitoring of the implementation plan will take place at the Communication, Engagement and Equality working group of the Strategic review.

3.5

4.0 4.1

Next steps The engagement activity described above will be delivered throughout April, May and early June 2014. Once the activity has been completed, the new and existing intelligence will be incorporated into one report which will provide an overview of the views of staff, public, patients and carers on the proposals. The Governing Body can expect to receive this report. A decision will then be made on the next steps which will include a formal consultation process. A Communications, Engagement and Equality Formal Consultation Plan will then be developed to accompany this process.

4.2

5.0 5.1

Recommendations The Governing Body is recommended to note the information provided about the engagement plan for the Strategic Review, and make any further comments as appropriate. Appendices The following appendices are attached: Appendix 1 - Proposal for Transforming Health and Social Care Services in Calderdale and Greater Huddersfield - Communication, Engagement and Equality Strategy and Action Plan Appendix 2 Strategic Review Public Engagement Activities.

6.0 6.1

Page 4 of 4

Appendix 1

Calderdale and Greater Huddersfield Strategic Review Communication, Engagement and Equality Strategy and Action Plan

www.wsybcsu.nhs.uk
Page | 1

Contents
Page Introduction Background to the Calderdale and Huddersfield Health and Social Care Strategic Review The Calderdale and Greater Huddersfield CCG strategies The Strategic Outline Case The purpose of the Strategy and action plan What have public, patients and carers already told us? Aim and objectives of the engagement activity Principles for Engagement Legislation Health and Social Care Act 2012 The Equality Act 2010 The NHS Constitution Engagement Activity What we have already have in place What do we need to do Communication Activity Equality Budget Analysis of data and presentation of findings High level timeline for delivery
www.wsybcsu.nhs.uk
Page | 2

3 3

4 4 5 6 6 7 8 8 8 9 9 9 10 12 13 13 14 14

1. Introduction
The purpose of the Communication, Engagement and Equality Strategy Action Plan is to describe our proposals for engaging with staff, our public, patient and carers about the Calderdale and Huddersfield Health and Social Care Strategic Review. The plan does this by describing the background to the Strategic Review, a brief introduction to the CCG Strategies and the Strategic Outline Case, and our plans for delivering engagement activity which includes a brief summary of what people have already told us.

2. Background to the Calderdale and Huddersfield Health and Social Care Strategic Review
The way we deliver health and social care services needs to change to make sure it can meet current and future needs. Huge advances in medicine have changed the way we treat illness and injury; we have a growing and an aging population; our illnesses are different and peoples expectations of health care are growing. We know people want care closer to, or at, home and a choice about how, when and where theyre treated. The cost of health and social care across Calderdale and Huddersfield is now more than 400 million a year. Growing demand, price inflation and the costs of new drugs and treatments mean we need to look at how we spend budgets to get maximum benefit for everyone. We need to ask some serious questions; Can we do things differently but maintain high quality services? Can we keep people out of hospital for everything but the most serious illness by improving the way we care for them at home?

All seven organisations involved in health and social care in Calderdale and Huddersfield are working together on the Calderdale and Huddersfield Strategic Review: Calderdale and Huddersfield NHS Foundation Trust (CHFT) Calderdale Clinical Commissioning Group (CCCG) Calderdale Metropolitan Borough Council Greater Huddersfield Clinical Commissioning Group (GHCCG) Kirklees Metropolitan Borough Council Locala Community Partnerships South West Yorkshire Partnership Foundation Trust (SWYPT).

The review consists of four working groups attended by staff, managers and clinicians from each of the partner organisations; each group has been tasked with identifying proposals which will ensure we can meet the future needs of our population. The four working groups are: Integration and Personalisation - Integrating services delivered in the community and integrated commissioning and personalisation. The vision is to
www.wsybcsu.nhs.uk
Page | 3

improve efficiency by removing duplication, streamlining management of services and providing specialist care in community settings where appropriate. Working together to change the health and care system by shifting resources towards early intervention and prevention of health conditions while reducing duplication. Children - Taking forward the proposals from the Childrens Care Stream The Childrens Care Stream has developed a 10 year vision for the transformation of children's services: every child will have a healthy start and continue to lead a safe, happy life with every opportunity to achieve their potential within their families and communities. Capacity and Capability - To deliver best in class care and support through existing capability and capacity The working group wants to enable individuals and their families to make informed choices about their lifestyle and management of health conditions and improve the effectiveness and responsiveness of services so that care providers do it once and do it well. Digitisation - To digitise the health and social care economy The working group wants to improve efficiency and to support people to live independent lives for longer but making best use of information technology, changing the way services are delivered and driving additional efficiency by joining up IT systems across the health and social care economy.

3. The Clinical Commissioning Group (CCG)strategies

Calderdale and Greater Huddersfield CCG are the local commissioners for the local area. The commissioners buy services on behalf of the local population of Calderdale and Greater Huddersfield from providers. Providers include Calderdale and Huddersfield Foundation Trust, Locala and South West Yorkshire Foundation Trust. The CCG also work with the local authority to ensure services are provided in partnership. Each CCG has a five year strategy in place, this strategy takes into account national and local priorities. These priorities need to be delivered using the finances allocated whilst achieving the necessary outcomes and improvements. The strategic review takes account of these priorities and supports delivery in a partnership approach. The Strategic Outline Case is a provider response to addressing these priorities.

4. The Strategic Outline Case

Alongside the work taking place within the Strategic Review, a Strategic Outline Case has been prepared in collaboration by three provider partner organisations; Calderdale and Huddersfield Foundation Trust, Locala Community Partnerships and South West Yorkshire Partnership NHS Foundation Trust (SWYPFT). This outline case is a response to the Strategic Review and a review by the National Clinical Advisory Team (NCAT) in spring 2013.

www.wsybcsu.nhs.uk
Page | 4

The Strategic Outline Case (SOC) proposes a new model for the provision of hospital and community services across Calderdale and Greater Huddersfield. Under this model, the three providers would work together and closely with general practice, social care and voluntary organisations (the third sector) to deliver integrated care and support services in the community. This will include including moving current hospital-based services closer to where people live. The SOC proposes that: integrated community services would work seamlessly, acute and emergency services would be based on one specialist hospital site with planned and elective care on a second specialist planned care hospital site. It also identifies significant benefits to patients, services users, local people and service providers and commissioners. The SOC proposals have been drawn from a significant local, national and international evidence base and is recommended and supported by senior doctors and other health and social care professionals from all three providers. It is important to recognise that the Strategic Outline Case is a set of scenarios underpinned by a strong patient, service user, public and stakeholder voice which are likely to be refined and change following further discussions and deliberations amongst the seven Strategic Review partners and the public.

5. The purpose of the Strategy and Action Plan

The purpose of the strategy and action plan is to provide information on our intention to engage with the following target audiences: Key stakeholders including partner organisations Staff Public, patients, carers and their representatives Local Councillors and MPs

The strategy sets out why we need to engage with the public on our plans - which includes legislation - and our approach to engagement. We want to involve as many people as possible in the development of any proposals which will be formally consulted upon in the summer. The action plan sets out the activity people can expect to take place as part of our delivery of the strategy, the timelines involved and who will be leading on the work. This will help people to understand what to expect from an engagement exercise, how they can be involved and how long the process will take.

www.wsybcsu.nhs.uk
Page | 5

6. What have public, patients and carers already told us?

We have been talking to staff, public, patients carers and their representatives for 18 months. This engagement activity delivered as part of the Calderdale and Huddersfield Strategic Health and Social Care Review took place from October 2012 to February 2013. This activity provided us with insight on a number of key themes. The insights were supported by from three years of data collection using information stored in PALS (Patient Advice and Liaison Service), Complaints, Patient Opinion, NHS Choices, local and national surveys and dedicated engagement events. During this time and to date we have been able to reach; 44 members of the public through planned care focus groups. 1, 653 people via a survey about unplanned care this included 97 web based responses, 247 location interviews and 1,313 hard copy survey returns. 50 members of the public participated in a long term care event, and 254 children and young people were directly engaged on unplanned care.

The total number of people directly engaged in conversations was 2,002 people and we have an engagement reach using the Clinical Commissioning Group (CCGs) relationship matrix. The Relationship Matrix is a list of organisations that are willing to circulate information to their own members. We have a profile of each organisation on the matrix which means we can reach of 24,440 people from various localities and protected characteristics. In addition we combined all the data held by all seven partners organisations using Patient Advice and Liaison Service (PALS), complaints, local and national surveys over the past three years. This intelligence captured an estimated combined reach of approximately 12,000 people. This year (2013/2014) we have directly engaged with approximately 5,000 people on a variety of service areas. All this information has been combined together to provide the programme office for the Calderdale and Huddersfield Strategic Review with some common themes and has provided us with real insight into how services should be provided in the future. The common themes were: Timely and consistent access to services Coordinated and integrated care Services closer to home Involve us in decisions about our care and in planning care Better use of technology.

In addition we have delivered the NHS national Call to Action and received the views of 487 people who told us what was important to them. The public identified 13 themes, in order of importance the themes were:
www.wsybcsu.nhs.uk
Page | 6

Education and information Invest in the community National solutions and campaigns Self Care Improve access to health services Staff and training Working together Regular check ups Discharge planning and better hospitals Manage risk and safeguarding More services in the community Invest in technology Accountability

Each of themes has been presented to the Strategic Review Programme Board in more detail. The Strategic Review, CCG Strategies and the SOC has captured all this feedback and has used it as a basis for describing the landscape of health and social care services in the future

7. Aim and objectives of the engagement activity

The aim of the engagement exercise will be to communicate and engage with key stakeholders on the strategic review. The target audiences will include professionals, clinicians, staff, public, patients, carers and their representatives and we will use a number of mechanisms and key activities to deliver this. We want to share what people have already told us and listen to peoples views so we can ensure we have captured as many views as possible. By engaging in this way we can ensure any plans have been properly discussed and everyones views have been considered. We need to ensure that we give intelligent consideration to our findings to ensure we can evidence how the intelligence has informed our plans. Using these aims, the objectives will be: To communicate clearly and simply the messages in an accessible format, how our plans will deliver services for residents, staff and service users living in both Calderdale and Greater Huddersfield. To listen to public views on the plans using a variety of mechanisms to engage with people and capture views. To actively engage with current service users and staff to understand in more detail their views and the direct impact they may have on those currently working for, and using a service.

www.wsybcsu.nhs.uk
Page | 7

To ensure we meet with a representative sample of the population to understand if there are any particular impacts on the nine protected groups as defined by the Equality Act 2010. To analyse and identify key themes from what residents, staff and service users have told us so - including those relevant to protected groups. To provide a report of findings on the engagement process, which will help inform the development of proposals which will be subject to a formal consultation. To provide feedback to staff, public, patients and carers on the findings of the engagement activity. To ensure any engagement activity is delivered in line with current legislation. To ensure that adequate engagement has been undertaken .

8. Principles for Engagement

NHS Calderdale and NHS Greater Huddersfield CCG both have Patient Engagement and Experience Strategies. These strategies have been developed alongside key stakeholders. The strategies set out our approach to engagement and what the public can expect when we deliver any engagement activity. The principles in both strategies state that we will; Ensure that we engage with our public, patients and carers early enough throughout any process. Be inclusive in our engagement activity and consider the needs of our local population. Ensure that engagement is based on the right information and good communication so people feel fully informed. Ensure that we are transparent in our dealings with the public and discuss things openly and honestly. Provide a platform for people to influence our thinking and challenge our decisions. Ensure that any engagement activity is proportionate to the issue and that we provide feedback to those who have been involved in that activity.

The strategy sets out what the public can reasonably expect us to do as part of any engagement activity and the process we need to deliver needs to preserve these principles to ensure public expectations are preserved.

9. Legislation
Health and Social Care Act 2012 The Health and Social Care Act 2012 makes provision for Clinical Commissioning Groups (CCGs) to establish appropriate collaborative arrangements with other CCGs, local authorities and other partners. It also places a specific duty on CCGs to ensure that health services are provided in a way which promotes the NHS Constitution and to promote awareness of the NHS Constitution. Specifically, CCGs must involve and consult patients and the public:
www.wsybcsu.nhs.uk
Page | 8

 in their planning of commissioning arrangements in the development and consideration of proposals for changes in the commissioning arrangements where the implementation of the proposals would have an impact on the manner in which the services are delivered to the individuals or the range of health services available to them, and In decisions affecting the operation of the commissioning arrangements where the implementation of the decisions would (if made) have such an impact. The Act also updates Section 244 of the consolidated NHS Act 2006 which requires NHS organisations to consult relevant Overview and Scrutiny Committees (OSCs) on any proposals for a substantial development of the health service in the area of the local authority, or a substantial variation in the provision of services. The Equality Act 2010 The Equality Act 2010 unifies and extends previous equality legislation. Nine characteristics are protected by the Act, age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex and sexual orientation. Section 149 of the Equality Act 2010 states that all public authorities must have due regard to the need to a) eliminate discrimination, harassment and victimisation, b) advance Equality of Opportunity, and c) foster good relations. All public authorities have this duty so the partners will need to be assured that due regard has been paid through the delivery of this strategy and in the review as a whole. The NHS Constitution The NHS Constitution came into force in January 2010 following the Health Act 2009. The constitution places a statutory duty on NHS bodies and explains a number of patient rights which are a legal entitlement protected by law. One of these rights is the right to be involved directly or through representatives: In the planning of healthcare services The development and consideration of proposals for changes in the way those services are provided, and In the decisions to be made affecting the operation of those services.

10. Engagement
The engagement activity will be planned to capture views of staff and local people with a specific focus on patients currently using services, protected groups and carers. A plan proposing the engagement activity is attached as an action plan (appendix 1). 9.1 What we already have in place

www.wsybcsu.nhs.uk
Page | 9

We currently have a number of mechanisms in place to capture the views of the public. These mechanisms will continue to be utilised throughout this process. The current engagement mechanisms are: Staff, professionals and clinicians are already engaged in our plans through the working groups which form part of the Strategic Review. These conversations will continue. Local councillors and MPs have been kept up to date with briefings and a log of all conversations and contact has been established. Overview and Scrutiny Committees and Health and Well Being Boards are being kept up to date with our plans through presentations and briefings. A dedicated website and partner websites which will contain information on how to contact us and also opportunities to post comments. This includes the use of social media such as Twitter and Facebook. A Reference Group has been established for each of the working groups that form the Strategic Review. Reference Group members total 90 organisations and individuals and the membership is growing. We will keep our Reference Group members up to date and they can contact us with comments using the dedicated phone line. PALS and complaints services have been fully briefed and they will capture public views as part of their customer facing role. We are working closely with Healthwatch colleagues to ensure we provide consistent messages to the public and capture views on a day to day basis. We are briefing staff and member practices, including Patient Reference Groups so local staff can respond to public questions and comments. We will trawl existing consumer websites including those attached to the local media, patient opinion and NHS Choices to gather feedback.

9.2 What else do we need to do? In order to enable the public to engage with us we will need to provide further platforms for discussion, offer stakeholders the chance to host conversations and directly target those groups who we need specific feedback from. The engagement activity will be delivered using a number of mechanisms and will need full commitment from all partners to providing staffing and appropriate key speakers as required. The engagement mechanisms will be: 9.2.1 Drop in Sessions - To ensure all members of the community we serve have an opportunity to have their say, we will need to deliver drop in sessions in each local area. Each session will be on different days and different times to give as many people as possible the chance to attend. The drop in sessions will provide a platform for the public to talk to us about the proposals and for staff to listen to peoples views. There will also be an information stand displayed about the proposals in easy to understand and accessible formats. We recommend that we deliver 9 drop in sessions across Calderdale and Greater Huddersfield to cover a number of geographical locations. 9.2.2 Road-show activity stands in prominent locations in the local community to engage with local people. These could be supermarkets, shopping centres, and sports centres, places of worship or existing community activities or events. We recommend that we place
www.wsybcsu.nhs.uk
Page | 10

ourselves in 10 central locations across Calderdale and Greater Huddersfield these will be published with the drop in session dates through the website and media. 9.2.3 Comments cards comments cards will be available at the drop in sessions and in other service areas for people to write down any comments, issues or concerns they may have. A comments box will also be made available for the comments cards to be posted to provide anonymity. 9.2.4 Media and communications - The communication channels identified in section 10 will be used to disseminate information about the drop in sessions and will describe any other opportunities for involvement. In addition a contact name and number will be provided for members of the public to contact should they need more information. The media support required includes: Posters in key locations to promote the engagement and advertise the drop in sessions. Sign-post people to websites where they can receive more information and provide comment. Provide a contact point for anyone requesting a presentation or discussion on the Strategic Review. Social media feeds Media releases and liaison.

9.2.5 Existing networks - In addition we need to capture peoples view through engagement and conversation and we can use our networks and existing platforms to host conversations and ensure comments and views are captured on the proposals by circulating a summary document and attaching a short questionnaire. We can use third sector organisations and membership networks to deliver this. To be able to ensure we capture a representative sample of community views we will equality monitor at each engagement activity intervention. This will enable us to ensure we reach protected groups who may have different experiences of health and social care services, and where we do not we will specifically target engagement to reach them. 9.2.6 Staff Engagement we will be using the same material to engage staff. We will build on existing platforms in organisations and utilise notice boards, websites, staff briefings, local intranets through partner organisations. 9.2.7 Political stakeholders We will write to core MPs to offer monthly informal briefings to keep them abreast of progress with the strategic review and address any specific questions they may have. In this letter we will also inform them in advance of any new material being posted on our website. In addition we will write to the elected members of each council via the appropriate officers offering a similar approach. This will be in addition to reacting as appropriate to any suggestions for alternative approaches the MPs and/or elected members may suggest.

www.wsybcsu.nhs.uk
Page | 11

11. Communication
Current communication channels will be utilised to reach service users, the public and stakeholders to distribute information and to raise awareness of the activity taking place so this will support the engagement process. Communication channels identified in this section will be used to disseminate information and will provide opportunities for patients and the public to provide their views. We will do this by: Develop a media release to let people know how we intend to engage with patients, public and other stakeholders. Build messaging about our approach to engagement into on-going media liaison opportunities Supporting the production and distribution of the engagemnt document for use in engagement meetings and events including any supporting media like Q&A documents. Work with communications colleagues to develop further collateral to explain the case for change and the wider issues around the strategic review

The methods below will also be supported by the communication leads for each organisation using a central team within the Programme Management Office to produce press releases, content for social media, intranet and internet sites and staff engagement. We will use the following delivery methods to reach each of the named target audiences:

Target Audience Service users, general public, third sector

Delivery Method Partners intranets, websites and social media platforms Partners membership forums Relationship matrix Patient Reference Groups Third Sector umbrella organisations. Patient groups Carers groups Meetings/ briefings Internal bulletins Staff Intranets Cascades at meetings through managers. Briefing meeting Email and personal discussions Newsletter articles Information to be circulated electronically explanatory email with a link to web survey Information to be circulated electronically. Face to face discussions to be offered to LMCs etc.

OSC/Health and Well being boards Staff

Healthwatch

Elected members / Councillors Local Professional Committees

www.wsybcsu.nhs.uk
Page | 12

Media

Member practices

Proactive media releases briefings Social media Utilise practice manager forums Member networks Specific engagement meetings as required

12. Equality
All engagement activity will be equality monitored to assess the representativeness of the views gathered during the engagement process. Where there are gaps in gathering the views of specific groups relating to the protected characteristics, this will need to be addressed prior to formal consultation. The engagement activity is required to identify trends in opinion and these will form part of the engagement process with findings feeding directly into the Equality Impact Assessment for the Full Business Case.

13. Non pay budget required

Engagement Phase Budget Calderdale and Huddersfield Health and Social Care Strategic Review Item Community Champions/Community Assets Children and Young People specific engagement Venue Hire 4 for Calderdale (upper and lower valley, central and north) 5 for Greater Huddersfield (town centre, Denby Dale, Holmfirth, Slaithwaite, Salendine Nook) Refreshments Interpreters Engagement document (low key) Leaflet, summary document, questionnaire, design, printing, electronic format. Accessible formats language, large print, Braille and easy read Posters in GP practices and localities Events display materials and presentations Press adverts Maximum total budget required Estimated Cost 10,000.00 2,000.00 5,000.00

1,000.00 3,000.00 5,000.00 1,000.00 1,500.00 2,000.00 4,000.00 34,500.00

www.wsybcsu.nhs.uk
Page | 13

14. Analysis of data and presentation of findings

We will fully utilise all existing engagement intelligence and ensure that we have gathered and considered previous information to inform the process. Once the proposed engagement activity has taken place we will ensure that all recent and existing intelligence is captured into one report. This report will provide an overview of the views of staff, public, patients and carers on the proposals. This report will be received through internal reporting mechanisms and a decision will be made on the next steps which will include a formal consultation process. A Communications, Engagement and Equality Formal Consultation Plan will then be developed to accompany this process.

15. High level time line for delivery

What By When

Providers develop OBC Preparation and planning for engagement Delivery of Pre- engagement Consultation Institute Assurance Analysis and report Include in OBC Preparation and planning for consultation

May March April and May June June TBC May/June

Governance and approvals Consultation (12 Weeks) Post consultation feedback (4-8 Weeks) Potential Sec of State Review (3months)

July Summer 2014

www.wsybcsu.nhs.uk
Page | 14

Calderdale and Huddersfield Strategic Review - Engagement Stage April and May 2014. Drop in sessions Calderdale and Greater Huddersfield Catchment Area North Halifax Fartown Salendine Nook Slaithwaite Lower Valley Denby Upper Valley Central Halifax Holmfirth Drop in Location New Beginnings @Threeways Fartown Village Hall Salendine Nook YMCA Slaithwaite Village Hall Brighouse Civic Hall Kirkburton The Hub Mytholmroyd Community Centre Heath Training and Development Centre Holmfirth Civic Hall Date of meeting April date between 1st -10th 2014 (tbc) April date between 1st -10th 2014 (tbc) Wednesday 28th May Friday 30th May Wednesday 4th June 2014 (tbc) Thursday 5th June 2014 (tbc) Friday 6th June (tbc) Monday 9th June 2013 Wednesday 11th June (tbc)

Appendix 2

Time of meeting 2pm - 7pm 2pm 7pm 2pm - 7pm 2pm -7pm 2pm-7pm 2pm 7pm 2pm 7pm 2pm 7pm 2pm-7pm

Asset Based Approach Planned Activities - Greater Huddersfield from 1st April 31st May Group / Forum
Sister Shout HUGG Chinese Community Centre APNA Health Kurdish Ladies

Contact Existing / New

Existing Existing Existing Existing Existing

Description
Lesbian Support Group Huddersfield Gay Group Social Hub for Chinese Community in South Kirklees Health Support Group Activity & Learning Support Group Centre for the Deaf

Location
Town Centre Town Centre Town Centre Springwood Temple South Kirklees

Protected Characteristics
Yes Yes Yes Yes Yes

Engagement Officer
Carmen Carmen Carmen Carmen Carmen

Best Time To Engage

Tuesday Eve Wednesday Eve Daytime Mon Weekend To be confirmed

Estimated numbers
10 22 10 50 10

Huddersfield Deaf Community African Caribbean Showcase Group Ahmadi Muslim Association Huddersfield Pakistani Alliance Friends of Beaumont Park Agewell Birkby Croft

Existing

Huddersfield Town Centre Ashbrow / Birkby / Fartown Birkby Thornton Lodge Crosland Moor

Yes

Carmen

Evening

20

Existing

Black History Showcase

Yes

Carmen

Evening

Existing Existing Existing

Faith Group and Health Focus Older people luncheon group Park Support

Yes Yes Yes

Carmen Sarli Sarli

Friday Daytime Monday Lunchtime To be confirmed

70 10-20 15

Existing Existing

Older peoples support group mixed ethnicity Sikh and South Asian Women support group Employment support for people with disabilities Sikh Temple involved in T.B focus group. Interest in health work identified Sewing Peer support emotional health and wellbeing South Asian Women attending one stop shop Sport Fitness. South Asian Women Black African Caribbean Support Group Community & Wellbeing

Fartown Birkby

Yes Yes

Jeremy Jeremy

Thursday Daytime Tuesday Daytime

25 35

Jigsaw / Young Adults with Physical Disabilities Hillhouse Gurjdwara

Existing

South Kirklees

Yes

Jeremy

Evenings and or Weekends Saturdays

15

Existing

Hillhouse

Yes

Jeremy

25

Womens Sewing Group South Asian Women One stop shop, Birkby

Existing

Birkby

Yes

Linda

Monday a.m

10

Existing

Birkby

Yes

Linda

Thursday PM

15

Sahaylees Netball

Existing

Birkby

Yes

Linda

Flexible

10

BACC

Existing

Huddersfield Central / South Kirklees

Yes

Rebecca

Flexible

15

Asset Based Approach Planned Activities Calderdale from 1ST April May 2014

Group / Forum Forum 50+ Northowram over 50s Southowram over 50s WAC Womens Centre Crisis Pregnancy Care British Muslim Association Integrate Interfaith Council C COM Carers project St Augustines Centre Pennine Magpie

Contact Existing / New Existing Existing Existing Existing Existing Existing Existing Existing Existing Existing Existing Existing Existing

Description Network of older people Group meeting Group meeting Day care centre Drop in centre Drop in centre Day care centre Group meeting Network of faith groups Network of mosques Support groups for carers in Calderdale Central drop in facility with community cafe. Day care for young people with a learning/physical disability Network of people with a disability. Support group for people with a disability Monthly meeting for mental health service users and carers. Arts group for older people with Dementia Youth club for young people Youth club for young people Youth club for young people Engagement project for young people Youth provision for excluded young people Drop in support group for people with substance misuse. Drop in support group for people with substance misuse.

Location Calderdale Town ward Town Ward Central Halifax Calderdale Calderale Central Halifax Todmorden Calderdale Calderdale Calderdale Calderdale Calderdale

Protected Characteristics Age - older Age older Age-older Age- older/BME Women/gender Women/gender Religion/ethnicity BME Religion all faiths Religion muslim faith Carer Asylum seekers & refugees Disability Young people Disability - all Disability - all Mental Health/carers

Engagement Officer Soo Hanif Hanif Sajid Helen Val Rahoof Nadeem Hanif Sail Wendy Laura Jill

Best Time To Engage Asset to decide Tuesday Morning Thursday afternoon Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide Various support groups in April Cafe Wednesday 12 noon Asset to decide 2nd Tuesday evening in May Asset to decide Monthly April/May

Estimated numbers 100 20 20 50 50 10 50 50 100 100 100 50 20

Disability Partnership Disability Support Calderdale Dialogue Groups SWYFT Ver di Gris Pavilion in the Park

Existing Existing Existing

Calderdale Calderdale Calderdale

Hanif David Aboo

30 50 30

Existing Existing

Calderdale Pye Nest / Sowerby Bridge Calderdale North Halifax Calderdale Calderdale Calderdale

Mental Health/Age Young People

Jeff Rod

Asset to decide Asset to decide

20 50

Calderdale Reds St Georges Youth Club CY3P Himmat Project Colt

Existing Existing Existing Existing Existing

Young People Young People Young people Young People Substance misuse

Asad Sarah Anne Gomersall Rahat Mary

Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide

50 50 100 50 30

Basement Project

Existing

Calderdale

Substance misuse

Hanif

Asset to decide

50

Asset Based Approach Planned Activities Calderdale from 1ST April May 2014 Group / Forum NBCC Rastrick CC Halifax Opportunities Trust Boothtown Partnership Mixenden Resource Centre Old Library Cornholme BME Network Healthy Living Partnership Elland and District Partnership Halifax Central Initiative Contact Existing / New Existing Existing Existing Existing Existing Description Community Hub Community Hub Community Hub Community Hub Community Hub Location North Halifax Ovenden Lower Valley Central Halifax Town North Halifax Protected Characteristics Geographical representation Geographical representation Geographical representation Geographical representation Geographical representation Geographical representation BME/Geographical BME/Geographical Geographical Geographical Engagement Officer Colin/Roy Jason Abrar Vicky Liz Best Time To Engage Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide Estimated numbers 50 50 50 50 50

Existing Existing Existing Existing Existing

Cafe and community Hub Network of diverse organisation and groups. Community Hub Community Hub Community Hub

Upper Valley Calderdale Park Ward Lower Valley Central

Hanif Rahoof Safdar Jo Hanif

Asset to decide Asset to decide Asset to decide Asset to decide Asset to decide

50 100 30 50 50

Existing networks Calderdale and Greater Huddersfield

Group / Forum

Contact Existing / New Existing

Description

Location

Mechanism

Engagement Officer Amanda Thomas

Best Time To Engage April 2014

Estimated numbers tbc

Membership - Locala

Locala have a membership database of x amount of people SWYFT have a membership database of x amount of people

Greater Huddersfield wide Calderdale wide Greater Huddersfield wide Calderdale wide

Sent out an engagement document to each member via the newsletter Sent out an engagement document to each member via the newsletter

Membership - SWYFT

Existing

Bronwyn Gill

April 2014

tbc

Membership CHFT

Existing

CHFT have a membership database of x amount of people Most practices have patient reference groups and a central group. Most practices have patient reference groups and a central group. North Bank Forum provide support to over 700 local groups Voluntary Action Kirklees and Third Sector Leaders provide support to local VCS groups. Calderdale and Greater Huddersfield both have a Healthwatch Calderdale CCG and Greater Huddersfield CCG have a relationship matrix of 60 groups

Greater Huddersfield wide Calderdale wide Calderdale wide

Send out the engagement document to each member

Sabrina Armstrong

April 2014

tbc

Patient Reference Groups - calderdale Patient Reference Groups Greater Huddersfield Third Sector Networks - Calderdale

Existing

Existing

Greater Huddersfield wide Calderdale wide

Existing

Third Sector Networks Greater Huddersfield Healthwatch

Existing

Greater Huddersfield wide

Existing

Greater Huddersfield wide Calderdale wide Greater Huddersfield wide Calderdale wide

Send out an electronic engagement document to each member Send out an electronic engagement document to each member Send out an electronic engagement document to be included in the newsletter. Send out an electronic engagement document to be included in the newsletter. Send out an electronic engagement document to be used at focus groups. Send out an electronic engagement document to be used at focus groups.

Tracey Robson

April 2014

tbc

Emma Tasker

April 2014

tbc

Dawn Pearson

April 2014

700 groups

Dawn Pearson

April 2014

500 groups

Dawn Pearson

April 2014

tbc

Relationship Matrix

Existing

Richard Kennedy

April 2014

14,000 people

Road-show Activity Calderdale and Greater Huddersfield

Greater Huddersfield Group / Forum * Sports Development Team groups

Contact Existing / New New

Description Engage with participants in existing groups move more often, Health Walks Mobile Engagement

Location South Kirklees

Protected Characteristics -

Engagement Officer Linda

Best Time To Engage Flexible

Estimated numbers 200

*Roadshow events in town centre and neighbourhoods across South Kirklees Internal Disability Network

New

South Kirklees -

Jeremy / Rebecca

Flexible

1000

New

Support for Kirklees employees with disability

South Kirklees

Yes

To be confirmed

25

Calderdale Group / Forum

Contact Existing / New New

Description

Location

Protected Characteristics All

Engagement Officer Engagement and Communications Team Engagement and Communications Team Engagement and Communications Team Engagement and Communications Team Engagement and Communications Team

Best Time To Engage Saturday 5th April

Estimated numbers 150

Roadshow

Market stall to be booked Market stall to be booked Market stall to be booked Market stall to be booked Car Boot Sale Pitch @North Bridge Leisure Centre

Todmorden

Roadshow

New

Elland

All

Friday 11th April Thursday 17th April Saturday 19th April Sunday 27th April

150

Roadshow

New

Hebden Bridge

All

150

Roadshow

New

Brighouse

All

150

Roadshow

New

Central Halifax

All

500+