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1 NHS Bromley CCG – Engagement Strategy 2017

Public Engagement Strategy

and Plan for 2017 – 2018

This engagement strategy and plan sets out the commitment and approach of NHS

Bromley CCG to involve the public and patients in its work and how it is integral to

the successful delivery of the CCG’s strategic priorities. It sets out what the CCG

plans to do ensure it meets all legal public engagement duties and how this activity

informs the development and delivery of local services, ultimately leading to

improved health outcomes for the local population and the delivery of the CCG

organisational vision.

The plan is refreshed on an annual basis to include updated information on

engagement activity and future planning.


Contents

1. EXECUTIVE SUMMARY ............................................................................................... 3

2. CONTEXT AND BACKGROUND ................................................................................... 4

2.1 Our population ........................................................................................................ 4

2.2 Our challenges ........................................................................................................ 4

3. OUR VISION FOR ENGAGEMENT ............................................................................... 5

4. INFRASTRUCTURE AND RESOURCES ...................................................................... 6

5. OUR APPROACH TO ENGAGEMENT .......................................................................... 8

5.1 Patient Advisory Group ........................................................................................... 9

5.2 Practice participation groups ................................................................................... 9

5.3 Key partnerships ..................................................................................................... 9

5.4 Holding our providers to account for public engagement ....................................... 10

6. MEETING OUR LEGAL DUTIES ................................................................................. 11

6.1 Collective duty to engage ...................................................................................... 11

6.2 Individual duty to engage ...................................................................................... 17

7. YOU SAID, WE DID ..................................................................................................... 17

8. SUPPORTING DELIVERY OF OUR STRATEGIC PRIORITIES .................................. 18

9. NEXT STEPS .............................................................................................................. 19

Engagement guiding principles

Engagement is intrinsic to everything we do.

We continue to develop our patient advisory group.

Sustain our strong relationships with partners and the voluntary sector, including Healthwatch

Bromley and Community Links Bromley.

Ensure our standards and processes for involving the public and patients are used by all our staff.


1. EXECUTIVE SUMMARY

Patients, carers and the public are central to us commissioning the right services to meet

their needs and improve health outcomes. Listening to what they tell us and involving them

in our decision making processes helps us to deliver better standards of care and improve

health and health outcomes for our local population. This commitment is reflected through

everything we do and is instrumental in enabling us to deliver our vision to help the people of

Bromley live longer, healthier and happier lives.

NHS Bromley CCG is a clinically focused, member led organisation. When the CCG was

first established in 2013, we made a strong commitment to engaging with patients and the

public in our work. This is reflected through our governance processes including our

Governing Body membership (I am the clinical lead responsible for public engagement and

we also have three lay members and Healthwatch Bromley on our Governing Body), in our

Constitution, our vision for engagement and throughout our everyday activity.

This commitment has been further strengthened over the last four years and in January

2017 we were delighted to receive an outstanding assurance rating from NHS England on

our duty to engage. This assurance reflects how engaging with patients in a meaningful way

is undertaken throughout our organisation and in every part of our business. This includes

planning, designing, procuring and monitoring through to delivering new and improved

services. However, we must not become complacent and will strive to maintain our high

standards, make improvements and remain committed to our patients, both in our

commissioning activities and by enabling them to have a say in the delivery of their own care

and being supported to take good care of their own health.

We will continue to work closely with partners across south east London to ensure patients

and the public are closely involved in the South East London Sustainability and

Transformation Partnership. This involves reviewing how services are best delivered across

south east London and improving productivity across providers to ensure we are able to

meet the financial challenges over the next five years. However, the focus of the CCG will

always be how these plans benefit patients in Bromley, ensuring that they receive high

quality services that are financially sustainable.

Over the next year, we will continue to build on our strong foundation of meaningful public

engagement and work with our local partners to involve even more people, especially those

from more diverse communities.

Dr Andrew Parson

NHS Bromley Chair and clinical lead for public involvement


There is confusion about what is

available for psychological therapies.

We have commissioned new mental

health services and improved access to

and information about them.

2. CONTEXT AND BACKGROUND

NHS Bromley was established on 1 April 2013 and put general practitioners in charge of

working with their local population and other partners to improve local health and to plan,

purchase and monitor (commission) most of the NHS services their residents need. We are

a membership organisation made up of all the GP practices in Bromley. We serve a rising

population of over £326,000 and manage an annual budget of £420 million.

Our priority is to put our patients first and improve health services in Bromley so all their

needs are met. As clinical commissioners, we understand what our patients need and can

bring this perspective to shape the commissioning and delivery of health care. We do this by

working from the starting point of the health and social care needs of our population in

Bromley which is set out in the Joint Strategic Needs Assessment.

Our vision is:

Better health – help people to live longer, healthier lives

and support them to manage their own conditions

and take care of their health.

Better care – provide the right care in the right

place, at the right time and by the right professional.

Better value – use NHS money wisely and invest

in sustainable, effective and efficient services.

2.1 Our population

Our population continues to grow and we have a greater number of older residents than any

other London borough. More babies are being born and people are living longer. This puts

greater pressure on local health services. As well as working with doctors, other clinicians

and members of the public to understand what people need from their NHS, we also work

closely with Bromley Council’s public health team to understand the health needs amongst

our communities. This includes developing an assessment of these needs based on

available evidence, called the Joint Strategic Needs Assessment.

Although Bromley is a relatively prosperous area, the communities differ substantially. The

north east and north west of Bromley have similar issues such as higher levels of deprivation

and disease prevalence to those found in inner London Boroughs, whilst in the south, the

borough compares more with rural Kent.

2.2 Our challenges

We have a number of challenges within the CCG. These are:

Our population – we have a greater number of residents aged over 65 than any

other London borough and a growing number of new births. Both the very old and

the very young have a greater need for health services.


Health needs – although it is great news that people are living longer and health is

improving, more people are living with long term conditions and many have complex

health needs.

Quality – we need to ensure high quality services are provided to everyone, all of the

time. We do this by setting quality standards with providers of care and we monitor

their performance against these standards.

Finances – money is limited and the need for services is continually increasing.

3. OUR VISION FOR ENGAGEMENT

Our organisational values set out our commitment to public and patient involvement and

participation and run through everything that we do. Our vision and principles for effective

public involvement are:

We prioritise patients in every decision we make

All our developments are reviewed for clinical quality, access and impact on patients.

We listen and learn

We use mechanisms such as our Patient Advisory Group to engage broadly across

the spectrum of potential changes and the priorities of local people, and we engage

with relevant groups on specific interventions.

We are evidence based

All our schemes are tested against national best practice, benchmarking, and where

most innovative a structured pilot period, to ensure the maximum benefit follows

investment.

We are open and transparent

We are committed to being open and transparent in all that we do. Our Governing

Body meets in public and is well attended by local people and partners. Papers are

available on our website and provided to the public on request. We also hold a

question and answer public session prior to these meetings and post responses to

other questions received on our website. We strictly follow guidance on declaration

of conflicts of interest.

We are inclusive

We seek out opportunities to engage with seldom heard communities, including

settled gypsy travellers, minority ethnic groups and teenagers.

We strive for improvements


We don’t understand what the

medicine support service has to offer.

A clear patient leaflet was

developed which explains who

the service is for and what is

available.

Our outcome ambitions set out a major scale of improvement, which seeks to ensure

that we are better than average for all measures of performance, and in the upper

quartile for many.

We also have a set of guiding principles for our public engagement work. These are:

Engagement is intrinsic to everything we do.

We continue to develop our patient advisory

group.

Sustain our strong relationships with partners and the

voluntary sector, including Healthwatch Bromley and

Community Links Bromley.

Ensure our standards and processes for involving the

public and patients are used by all our staff.

4. INFRASTRUCTURE AND RESOURCES

Our CCG constitution sets out our commitment to patient engagement through our

governance processes and commissioning activity. We will ensure that our Governing Body

continues to be kept informed of our ongoing engagement activity so that it can understand,

assure and challenge this work and the subsequent outcomes and impacts. This is

undertaken through comprehensive engagement activity reports produced every six months

which are discussed in public and available on our website.

We will continue to ensure that all business discussed at our Governing Body and other

decision making committees in the CCG reports on what public engagement (where

applicable) has taken place and how it has influenced the decision making process.

When planning any work or developments in the CCG, we ensure it shows evidence of how

it enables us to deliver our vision and strategic priority areas. We will continue to use ‘Cora’

our online business planning tool to develop project mandates and business cases for

service improvements, redesigns or new initiatives. The Cora system provides a template

for completing an equality impact assessment (EIA) and a communications and engagement

(C&E) plan. These are completed by the project lead and the C&E plan is discussed with

the CCG’s engagement team to ensure that an appropriate, timely and meaningful approach

for patient and public engagement is put in place which takes into account findings from the

EIA. This is important as it helps to identify any potential health inequalities and how these

can be reduced. Together with a set of standards for approaching engagement, these tools

and systems enable us to ensure that public engagement is planned right from the start of a

project.


Director of Organisational Development (part time)

Responsible for C&E, workforce development, Human

Resources, Organisational Development and training for

CCG and practice staff

There is sometimes poor

communication between agencies

caring for patients with complex needs

Our new integrated model provides

multi-disciplinary teams from various

organisations working together in a

more joined up way.

Part of our approach to inform our communication

and engagement planning is to always consider

and use any existing sources of intelligence,

engagement outcomes and other insight to inform

our work. This can include information from

surveys, other programmes of work, friends and

family test, engagement undertaken by our

partners (such as Healthwatch Bromley), other

patient experience or quality data from our

providers. These can be rich sources of intelligence and data which contribute to the overall

picture of services, views and experiences.

We also work across south east London with other CCGs, local authorities and providers to

respond to challenges that we all face. The CCGs fund the Our Healthier south east London

programme (OHSEL) which works for us on a process of continuous engagement. The

outputs of this engagement informed the OHSEL strategy and the development of the South

east London Sustainability and Transformation Plan. The engagement approach for this

programme was commended by the Consultation Institute. More information is available at

www.ourhealthiersel.nhs.uk

We see effective engagement as everyone’s role within the CCG with expert advice and

support provided by the CCG’s internal communications and engagement team. It is intrinsic

to everything we do.

The structure of our communications and engagement team is set out below:

Head of Communications and

Engagement (full time)

Communications

and Engagement

Manager (four

days a week)

Organisational

Development

Business Support

Manager (full time)

Co-production

Manager (full time)

Communications

and Engagement

Manager (full

time)

http://www.ourhealthiersel.nhs.uk/


This has been put in place and

has improved women’s

experience and reduced anxiety.

We want fathers to be in

theatre where possible

when their partner is given

an anaesthetic.

5. OUR APPROACH TO ENGAGEMENT

We will continue to use a range of processes and activities to enable us to gather patients

and public feedback and involve them in a consistent and systematic way. We have good

partnerships in Bromley which support and enhance our engagement activities. Ways in

which we will continue to engage include:

Use public surveys, face to face interviews, events, social media, digital

communications, newspaper advertising, information campaigns and consultations.

Through surveys we will continue to collect protected characteristic data to help

inform our engagement activity and identify gaps that need to be addressed.

Patient Advisory Group.

Through the voluntary sector, charities and community

groups who care for specific groups of patients.

Practice based patient participation groups (PPGs).

With Healthwatch Bromley. We often carry out joint

engagement activities and share information. This enables us

to have much greater reach across our communities.

Our maternity services liaison committee called Bromley

Maternity Voices. The committee includes and is chaired by

lay representatives.

Outreach work to reach particular cohorts of patients who may be impacted by our

work.

Our Governing Body meetings are in public and the public can attend and ask

questions relating to the agenda, or submit questions about anything else related to

our work which we then respond to on our website.

Use feedback from compliments, comments and complaints to put improved

measures in place (where required).

The approach we use when we engage depends what we are engaging on and who we

need to involve. Prior to undertaking any engagement, we consider what other evidence,

feedback or intelligence is available. This could be from surveys done locally or nationally,

patient experience evidence and previous involvement in a similar area.

We also consider equalities throughout our approach to engagement and ensure

representation from affected groups when engaging about service change, in order to

promote equal access to services. We have an Equalities and Diversity Group, chaired by

our Chief Officer, and with external membership from Healthwatch Bromley and Community

Links Bromley. This group monitors our approach to equality and diversity to ensure we are


meeting our statutory duties. Equality impact assessments are developed for all new areas

of work and these are used to inform the engagement activity and approach.

5.1 Patient Advisory Group

Our patient advisory group (PAG) is made up of Bromley residents. The PAG is our first port

of call when we seek a public opinion or view on our plans. This is a very active and

effective group and members are influencing many areas of our work. Their involvement

ranges from attending focus groups and patient workshops to influence our key programmes

of work, being part of service design and procurement panels, responding to surveys and

taking part in quality visits. We will continue to develop our PAG and increase membership

so that we have more representation from seldom heard groups such as children and young

people and BME communities.

We will continue to recruit new members to the PAG in a variety of ways. This includes

newspaper advertising, digital advertising (on our website and through social media),

leaflets, and word of mouth and at events. Healthwatch Bromley also promotes membership

and we have commissioned them to encourage people from seldom heard communities to

join.

“As part of the PAG I feel I represent the voice of many other members of the public,

right from the start of a service redesign through to the procurement and delivery of a

new service”.

“What is important is that you feel you are being listened to, that your opinion counts

and that you can still respond even if you cannot attend meetings/workshops and

contribute to future service improvements. I see it as giving something back to my

community”.

5.2 Practice participation groups

All GP practices are required to have a patient participation group (PPG). We will support

practice managers in the establishment and functioning of their PPGs by providing them with

best practice advice and encouraging PPG members to join our PAG. We will invite them to

events and ask them for views on our plans, especially where their practice may have a

vested interest.

5.3 Key partnerships

We have built strong and reliable community partnerships in Bromley which are of great

benefit to our engagement work as it enables us to reach more people. We will continue to

nurture these relationships and collaborate as much as possible. We will also continue to

commission additional support when required to help us reach seldom heard communities.


We will work with the Bromley Communications and Engagement Network which is a

network of communication and engagement professionals working across Bromley in health,

social care, police and the voluntary sector. The Network was established by the CCG in

2014 and is chaired by Healthwatch Bromley. The Network will report on outcomes to the

Bromley Health and Wellbeing Board, a partnership group responsible for overseeing

improved health outcomes in Bromley.

We will continue to be part of the south east London Communications and Engagement

working group which plans and delivers activity to support development and delivery of the

south east London STP.

In addition to the public and patient groups, partnerships will be particularly important with

the following stakeholders:

Healthwatch Bromley

Community Links Bromley and other local voluntary organisations and charities

Local providers of health care (King’s College Hospital NHS Foundation Trust,

Bromley Healthcare, Oxleas NHS Foundation Trust and St Christopher’s)

Bromley police

Bromley Council

Bromley public health

Local councillors

Media

CCGs in south east London

Our Healthier south east London programme

NHS England

5.4 Holding our providers to account for public engagement

All of the main providers in Bromley are responsible for collecting patient experience data

and complaints information and sharing this with the CCG on a routine basis. We regularly

review this information through local contract monitoring boards and Clinical Quality Review

Groups and ensure that both improvement measures are put in place and learning from this

feedback is used for service development. Results from the Friends and Family test are

also scrutinised and outcomes reported through our Integrated Governance Committee,

through to our Governing Body held in public. We then use this information, together with

complaints, soft intelligence etc to inform a programme of visits to providers. The visits

panel includes one of our Lay members and a patient representative.

Over the next year, we will put more emphasis on holding our providers to account for

engaging with patients on service delivery and care pathways. Two of our local providers

(hospital and mental health services) are NHS foundation trusts and therefore legally

required to involve patients in how they plan and provide services, how they consider and

develop proposals to change the way they provide services and make decisions that affect


how they operate. Our community services provider has recently established a patient

reference group which is involving patients in their decision making and we will continue to

be closely involved in the review of their communications and engagement planning and

activity.

We will request evidence of outcomes of provider engagement and outcomes in relation to

the services we commission and how it is impacting on wider service provision for the local

population.

6. MEETING OUR LEGAL DUTIES

6.1 Collective duty to engage

As set out in the Health and Social Care Act 2012, health bodies have a duty to engage with

patients and the public in regard to service provision. Since the establishment of the CCG in

2013, we have a strong track record of engaging effectively with local stakeholders, patients

and the public to ensure community involvement in how we design, deliver and improve local

health services. We also gather information on patient experiences of the health services

we commission, what is working well and what needs to improve to inform our

commissioning. We will continue with this approach whilst seeking areas for improvement

and learning from best practice examples undertaken elsewhere.

It is important that we design and commission services that meet the needs of our patients to

enable us to provide the best possible health outcomes. We recognise how critical it is to

get the right level of patient involvement in our work. Some of the ways in which we will

continue to deliver this duty include:

I. Governance processes:

Our CCG Constitution and Engagement Strategy and Plan 2017 – 2018 sets out our

commitment to public engagement and the approach we will take. We have public

representation throughout our decision making processes. This includes three lay

members and Healthwatch on our Governing Body and patient representatives as

part of our procurement processes, making decisions on new providers of services.

We provide our Governing Body with a six month activity report and an annual

Engagement report to provide assurance on our public involvement activity and how

patients have influenced CCG business and decisions.

We will continue to encourage members of the public to attend our Governing Body

meetings held in private and ask questions about agenda items.

II. Promote opportunities to get involved:

We will continue to promote PAG membership in a number of ways and remind the

public that anyone who lives, works or learns in Bromley can join. We advertise in


the local paper, on our website and through social media, through our partners, at

events (using our public involvement stand), and on flyers distributed through

newspaper circulation.

We will also proactively contact voluntary groups, PPGs and other community groups

to encourage them to get involved in our work.

III. Plan our engagement effectively:

We will continue to use our online business planning process (Cora) which provides

a systematic way of considering the involvement of patients right from the early

‘project mandate’ stage through to the delivery of business cases and then delivery.

Every report that goes to our senior committees has to report on what consideration

(and activity where appropriate) has been given to involving patients.

We use our Joint Strategic Needs Assessment when planning our business as it

provides us with an understanding of health needs and the demographics of our

population.

IV. Structures and engagement tools:

We have effective structures in place to involve the public and will ensure we keep

these relationships going. For example, our patient advisory group (PAG) has over

130 members who are involved in our work. They are included on procurement

panels, service redesign groups, and as public and patient voices on committees and

on quality visits to local providers. Some of them have, through being in our PAG,

joined south east London and London wide patient voice committees. We will

continue to promote training opportunities for our PAG members.

We will seek other ways of involving PAG members to enable them to all participate

fully. This includes phoning and writing to those members who are not online and

sending them relevant materials in the post for the areas where they are involved.

We will use surveys, meetings, large events, workshops, focus groups etc to get the

wider public involved in our work.

We will continue with our programme of supporting GP practices to develop their

patient participation groups (PPG) and encourage PPG members to join our PAG.

This includes the development of a toolkit for practice managers and offering relevant

training to PPG members. We will develop a network of PPG chairs so that we can

reach more patients at GP practice level.

We hold stakeholder and public events to discuss programmes of work and to listen

to local views.

We will conduct face to face interviews with patients and undertake telephone

interviews with those who are housebound or who prefer to speak to someone on the

phone. We will also continue to visit patients in their own homes when necessary.

We will meet patients through other existing forums such as open days and other

local events.


V. Working in partnership:

We established the Bromley Communications and Engagement Network which is

chaired by Healthwatch Bromley and includes provider, voluntary sector, police and

local authority to work together on shared priorities to engage more people and to

review our activity. We will continue to work with the Network to help us to meet our

strategic priorities set out in this plan. Reports on outcomes of the Network will be

reported to the Bromley Health and Wellbeing Board.

We will continue to ensure that the voluntary sector and charities are involved in our

work where they represent the wider views of affected groups. For example, we

have involved organisations that support people with neurological conditions during

the redesign of our neurology services and Bromley Parent Voice, an organisation

supporting children with disabilities and their families on the ‘local health offer’ and

other areas of children’s services.

We will work across south east London with our partners in other CCGs on the

Sustainability and Transformation partnership and Our Healthier South East London.

This involves attending a south east London stakeholder reference group which

includes representatives from local authority scrutiny committees, Healthwatches and

patient representatives to measure, review and assure the engagement that is taking

place.

VI. Decision making:

We will continue to involve the public in informing our plans and priorities through our

annual commissioning intentions engagement. The outcome of this work has helped

us to identify key priorities that we need to focus on to deliver improved care for

patients.

Patients are involved in all parts of our business and are part of procurement panels,

monitoring visits, redesigns and public consultations.

VII. Support people who get involved:

We have provided training for our patients including sessions on the Mental Health

Capacity Act and some PAG members have been on the London wide public and

patient training courses. We will continue to seek appropriate support and

development for our PAG members.

Patients who are involved in our procurements will always be trained on our Delta

Procurement system so that they can read bids and score appropriately.

Patients working on different programmes and redesigns will continue to be

supported by the programme (and where relevant the clinical) lead. This includes

being briefed on the purpose of the work and provided with all the information they

will need to thoroughly participate.


You need to improve

access to GP services.

GP services are now

available seven days a

week from 8am to 8pm

We will explore more opportunities for patient representatives to be involved in the

development of our staff. We have had presentations and discussions from voluntary

organisations representing visually impaired and deaf service users at our staff forum

meetings. Later this year, we will be arranging for PAG members to talk at these

meetings about their experiences of being involved and how best to work with them.

We are aware of the barriers to people engaging with us such as working age

people; younger people etc and we will work with our partners to consider ways of

improving reach to these groups. We have commissioned support to do particular

engagement with children and young people and BME communities. We will

continue to work flexibly to enable working age PAG members to participate by

holding meetings and workshops in the evening.

We set up a Heart Support Group at the request of our PAG

members to enable those living with heart disease to build up

relationships and learn more about their condition. We

arranged to get British Heart Foundation accreditation and

are supporting those patients to run this group themselves.

Over the next year we will be developing a similar group for

people with breathing difficulties.

We will continue to promote our expenses policy with PAG

members, and reimburse out of pocket expenses for travel and carer responsibilities

for those who are involved and attend our workshops, programme meetings and

focus groups.

VIII. Demonstrate our activity and seek assurance:

We will continue to publish our engagement activity and outcomes on our website

and produce an annual engagement report for our local population. We will seek

assurance from Healthwatch Bromley on our engagement work.

We will produce reports to our Governing Body on engagement activity and

outcomes every six months.

IX. Hold providers to account:

We already measure our provider services on their engagement activities and the

feedback they gather from patients through Friends and Family tests, quality alerts,

complaints and through quality visits. Over the next year we will work closely with

providers to seek assurance that they are also involving patients in service

development and delivery1.

X. Engage to help reduce health inequalities

We will continue to work closely with Healthwatch Bromley, voluntary services and

health providers to reach patients and communities. This has included

1 See section 5.4


commissioning Healthwatch Bromley to help us reach and engage with seldom heard

communities including young people, those from BME communities, travellers, carers

and people with disabilities.

We will use our CCG equality and diversity working group which has external

representation (including the voluntary sector and Healthwatch Bromley) to measure

and review how our engagement activity has due regard to meeting our Equality

duties.

We will continue to undertake equality impact assessments (EIA) for our large

projects including redesigns and procurements. This informs our engagement

activity and will enable us to adjust our approach based on the findings of the EIA to

ensure we engage with those most impacted.

We will continue our work across south east London on the Transforming Care

Programme to engage with people who have learning disabilities and/or autism to

ensure they are involved in this programme of work. A patient reference group has

been established to ensure an appropriate level of engagement is undertaken in this

programme of work.

We will explore new ways and systems of identifying and reaching seldom hard

communities. This includes the review of the Mosaic system which is a system that

brings together household level data collected through the electoral roll, hospital

statistics etc. It shows data such as self-diagnosed mental health illness, eating

habits, and smoking and also includes information on the best way to communicate

with people.

We adhere to the Accessible Information Standard and measure our providers on

also meeting this requirement. We have installed Browse aloud on our website

which enables information to be translated into a wide variety of languages and

makes it easier for people with visual impairment or dyslexia to access information on

the site. Our usage data of the system is good but we will continue to raise its profile

to ensure people are aware of it and provide a clear user guide.

We will always provide easy read documents on large scale engagement activities

and arrange for material to be translated or provided in other formats on request.

XI. Feedback and evaluation

We will continue to produce reports on our activity which are available on our

website.

We always feedback to people who are involved in our work. This includes direct

feedback via email, phone or face to face, through our website and local media,

through workshops and other events and in our quarterly stakeholder bulletin which

is widely distributed. This bulletin also illustrates the outcome of our work using a

‘you said, we did’ approach.

We will hold feedback events – for example our work to develop primary care

services has involved a patient workshop to gather views and another one to


Patients now have more choice about

where they go for audiology care. Hearing

aids have been strengthened, and deaf

awareness training for staff is required.

feedback on how we have used their feedback to inform different programmes of GP

service development and improvement.

We will evaluate our processes on a regular basis to ensure that they are enabling us

to deliver our work effectively and that we are gathering views from a cross section of

our demographic. For example in the last year we have increased the membership

of our PAG by over 50 members through proactive recruitment. This enables us to

capture views from people with different experiences and from a range of

communities. We have also made minor adjustments to the way we involve our PAG

members following feedback from members.

We will use the expertise and resource from the Health Innovation Network to enable

us to evaluate high impact programmes such as the evaluation of our Integrated

Care Networks.

We have undertaken an extensive evaluation of our engagement and equalities

impact assessment on the procurement of community health services in Bromley.

The outcome of this evaluation was positive and we will take the learning from this

process forward on other projects.

We will continue with our approach to our engagement and regularly review how we work in

order to learn and make improvements.

Over the last year, we have undertaken a wide range of engagement covering the following

areas. More information is available in our Annual Engagement Report which is published

each autumn and available on our website. Section 9 sets out our planned future

engagement to enable us to deliver this strategy and plan.

Mental health services for adults

Emotional and wellbeing service for children and young people

Community procurement

Redesign of service pathways including:

o Audiology

o Dermatology

o Musculoskeletal

o Diabetes

o Cardiology

o Maternity

o Speech and language therapy

o Eye care

o Podiatry

o Phlebotomy

o Maternity

o Medicines optimisation

We need a service for hearing loss that

provides patients with confidence and

a high quality service.


Parents asked for information on the

local health offer which is aimed at

specific conditions.

With the help of parent reps, 12 key

conditions were identified and detailed

information on the services available for

these conditions was provided on the CCG

website.

o Urgent care centre services

o Neurology services including stroke

Integrated care network model of care

New facilities – health and wellbeing centres

Priority setting

Contract monitoring

6.2 Individual duty to engage

The individual duty to engage is ensuring patients have a say in decisions which relate to

their care or treatment. This duty will be delivered through a number of mechanisms and

programmes throughout the CCG and the providers we commission. Our annual

Engagement Report will provide further information about how we are working to meet this

duty. It includes information on the following areas:

Self-management

Patients in control of their own condition

Shared decision making

Personalised care planning

7. YOU SAID, WE DID

We will remain committed to ensuring that people who get involved in our work are told how

we have used what they told us and how their contributions have made a difference. We

have in place systems to do this including:

Through direct emails, calls and meetings with

those who have got involved in workshops

and focus groups.

Publish reports on the outcomes of

specific engagement activity on our

website. These are also shared with

those who were involved.

Produce a quarterly stakeholder

bulletin which is put on our website and distributed to key stakeholders in Bromley.

The bulletin provides a summary of our involvement work and what we have done

with feedback. We use a ‘you said, we did’ approach to provide this feedback.

Through a detailed activity report produced twice a year (January and July) for our

Governing Body. This includes the engagement work that has been undertaken and

the outcomes from this work.


Through an annual engagement report, published in October each year. The report

provides a summary of our activity over the previous year. The 2015/16 report is

available on our website.

Through our annual report and accounts published in June each year. This includes

a summary of the engagement activity we have done and how the outcomes are

influencing programmes of work. The 2016/17 report is available on our website and

a clear summary of our work is produced each September for our Annual General

Meeting.

8. SUPPORTING DELIVERY OF OUR STRATEGIC PRIORITIES

Nationally, six principles for engaging people and communities have been developed which

aim to provide practical support to services as they build new relationships with people and

communities. This is to support the delivery of the five year forward view particularly through

local sustainability and transformation plans. We are committed to these six principles

which are very much at the heart of our patient engagement and we will pay particular

attention that these continue to be incorporated into our plans and delivery of engagement

on our commissioning cycle. The six principles are:

Care and support is person centred: personalised, coordinated and empowering

Services are created in partnership with citizens and communities.

Focus is on equality and narrowing inequalities.

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 recognised as key enablers.

The whole organisation understands how critical it is that our patients and the public are

supporting the delivery of our strategic priorities. We will continue to ask the public every

year for their views on our commissioning intentions and ensure their feedback is

incorporated into our plans and priorities for the coming year. This will be done by face to

face conversations and through a survey on our website, promoted in the local newspaper

and through social media.

In this section we set out our future strategic priorities that will be informed and supported by

effective public engagement. For each of these priority areas we will develop a

comprehensive communications and engagement plan to set out what activity is required to

support successful delivery.

(i) Commissioning intentions - six priority areas which are tested every year with

the public


These are:

• Primary and community care

• Planned care

• Urgent and emergency care

• Maternity

• Mental health

• Children and young people

The engagement on our commissioning intentions for 2018 will take place over August –

September. We will provide a summary of what has been done so far and our future

planning in easy to understand formats so that patients have enough information to provide

feedback and help us agree our ongoing priority areas of work.

(ii) Delivery of the South east London Sustainability and Transformation

Partnership (STP) – in partnership with the CCGs, local authorities and

providers in south east London

We continue to be part of the south east London communications and engagement steering

group to plan appropriate engagement for the delivery of our STP. A comprehensive

communications and engagement strategy is being developed and will be tested by local

partners including Healthwatch, Scrutiny officers, voluntary sector and patients.

(iii) Future work streams for Bromley

Deliver a system of integrated health, social and mental health care where possible.

Develop and support the prevention and self-management agenda, proactively

supporting patients holistically.

Develop new pathways.

Strengthen our commissioning.

Develop a sustainable and skilled workforce to support the development of

community provision and care closer to home.

9. NEXT STEPS

This engagement strategy and plan will be reviewed on an annual basis to ensure that it is

kept up to date and relevant for the work we are doing in Bromley.

Our ongoing work will focus on supporting the delivery of our strategic priorities set out in

section 8. In particular this will include:


Support the development of our integrated care network model of care into other

service areas.

Priority setting and commissioning intentions.

Delivery of the South east London Sustainability and Transformation Plan.

Mobilisation of the new community health services contract.

Transformation of children’s emotional and mental wellbeing services through a

coproduction approach with children and young people.

Development of new buildings to provide more care closer to home.

Support procurement and service redesigns.

Delivery of the priority areas identified in our children and young people engagement

plan including involving them further in our commissioning work, gathering their views

and understanding of local services and safeguarding issues. For this work, we will

focus on young carers and those with physical disabilities to ensure their voices are

heard. We will work with Healthwatch Bromley to adopt an innovative approach to

engage with the younger cohort (6 to 11 years) whilst views from older children will

be gathered through face to face interviews and an electronic survey.

Ensure patients are informed and involved in the development and improvement of

GP services.

Work with partners to ensure we are engaging with more seldom heard communities

and those most impacted by service developments and who experience poorer

health outcomes to ensure their voices are heard.

Transform mental health care.

We will continue to review our public involvement activity and processes to seek

improvements and ensure we continue to both meet our legal duty and deliver it to the high

standard that our patients and public should expect.

To get involved in the work of the CCG, please email [email protected] or visit

our website at www.bromleyccg.nhs.uk

Author: Kelly Scanlon, Head of Communications and Engagement

Director lead: Paulette Coogan, Director of Organisational Development

Clinical lead: Dr Andrew Parson, Chair of NHS Bromley CCG

Glossary:

PAG Patient advisory group

PPG Patient participation groups

STP Sustainability and Transformation Partnership

SEL South east London

mailto:[email protected]

http://www.bromleyccg.nhs.uk/

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