APPENDIX 4 - SALFORD H&SC DEVOLUTION – ENGAGEMENT
Salford’s Engagement Plan:
‘Our local citizens will help to shape and be fully engaged with the new service models, but
also recognise the vital role they have in sustaining it by maintaining their own health and
contributing to the local economy’
Salford has agreed a concept for engagement of stakeholders based in ‘involve, work in
partnership and take responsibility’ rather than ‘inform and consult’. This approach is
applicable to all age ranges and across the Start Well, Live Well and Age Well spectrum.
We will work towards an active process whereby the patient, carer or member of the public
is an equal participant in shaping an outcome with a focus on involvement rather than
information giving. Our engagement strives to facilitate the highest level of involvement
appropriate for the situation. This will increase the accountability of services and
commissioning to local people, and will support our ambition to develop a new relationship
between services, patients and the public.
Our Plan describes the need to facilitate behaviour change with the wider population to
support the development of greater community resilience, with citizens taking greater
responsibility for their own health outcomes. In order to support this to take place, officers
and organisations responsible for service commissioning and delivery will also have to
change their behaviours in order to enable greater citizen power and true engagement,
replacing traditional information giving and consultation. We will promote early joint
development of engagement plans, co-produced approaches and joint responsibility with
the local community in addition to social movement and changes to social attitudes
originating with citizens rather than organisations.
To do this, officers and organisations responsible for service commissioning and delivery
will also have to change their behaviours in order to enable greater citizen power and true
engagement.
The following pages contain a matrix describing the areas where engagement is now
planned and the proposed level of engagement, mapping out how engagement will happen,
with whom and when. In addition to those actions described, it would be hoped that pilot
06/02/2016
approaches could be employed to enable communities to evolve their own methods for
engagement.
06/02/2016
PURPOSE - AREAS
OF ENGAGEMENT
Inform – Promote, Assure,
Account
Consult


Involve
Influence / Change
behaviour and wider
responsibility
Open questionnaire on
 Strategic discussion at
JHWS priorities (summer
HWB meeting (October
2015) ALL STAKEHOLDERS
2015) PARTNERS
 Healthwatch prioritisation
 Discussion at stakeholder

exercise (summer 2015)
reference group (October,
PUBLIC AND SERVICE
November 2015)
USERS
PARTNERS
 Consultation via IEB (summer  Testing of new strategic
2015) SERVICE USERS
aims and vision (discussion
via VCSE forum, health
 Testing of new strategic aims
watch etc Nov 2015 – Feb
and vision – web based
2016) PUBLIC AND
questionnaire (Nov 2015 –
SERVICE USERS
Jan 2016) ALL
STAKEHOLDERS
OUTCOME
DEVELOPMENT OF STRATEGIC VISION AND PRIORITIES IS BASED IN AND ENDORSED BY WIDER STAKEHOLDER
OPINION
Raise awareness of
 Monthly progress bulletin
 Generic GM Engagement
GM H&SC devolution
(sharepoint and web pages,
questions?
until December 2015) ALL
STAKEHOLDERS
 Generic GM Engagement
Toolkit (leaflets, web content,
tweets, etc, available Sept
2015) ALL STAKEHOLDERS
OUTCOME
ALL STAKEHOLDERS BETTER UNDERSTAND GM H&SC DEVOLUTION
Development of
 Monthly progress bulletin
 Briefing and approvals
 Involvement in
Salford’s Locality
(sharepoint and web pages,
process (September to
management group
Plan document
until December 2015) ALL
December 2015) PARTNERS
(September – December
STAKEHOLDERS
2015) PARTNERS
 Sign off’ process (November /
 Presentations at key for a (eg
December 2015) HWB AND
 Development of principals
VCSE, Health Watch Board,
KEY PARTNERS
of engagement via Patient
etc) PARTNERS AND WIDER
Panel / IEB / SRFT
STAKEHOLDERS
(October 2015)
OUTCOMES
DEVELOPMENT OF SALFORD’S LOCALITY PLAN IS INFORMED BY THE VIEWS AND CONTRIBUTIONS FROM A WIDER
STAKEHOLDER GROUP. THERE IS BUY-IN TO THE PLAN FROM ALL KEY STAKEHOLDERS.
Development of
Strategic Aims and
Vision – including
review of Joint
Health and
Wellbeing Strategy
06/02/2016
Monthly progress bulletin
(sharepoint and web pages,
until December 2015) ALL
STAKEHOLDERS
Summary of responses to
consultation (sharepoint, web
pages, HWB and other
meetings) ALL
STAKEHOLDERS
PURPOSE - AREAS
OF ENGAGEMENT
Inform – Promote, Assure,
Account
Consult
Development of GM
H&SC Devolution
Plan

Monthly progress bulletin
(sharepoint and web pages,
until December 2015) ALL
STAKEHOLDERS

OUTCOME
Local transformation
work streams:
 Prevention
 Start well / 0-25
 Live well
 Age well / ICP
 Place based
working
 Enablers – IM&T,
estates, financial
modelling
 Pilots relating to
community
enablement
?

Monthly progress bulletin
(sharepoint and web pages,
until December 2015) ALL
STAKEHOLDERS
Each work stream will consult
with relevant stakeholders at key
points as the programme
develops in order to ensure that
they are sighted on draft ideas
during the development process,
as well as being consulted before
final arrangements are agreed.
OUTCOME
DEVELOPMENT OF A NEW RELATIONSHIP BETWEEN SERVICES, PATIENTS AND THE PUBLIC
06/02/2016
Involve
Influence / Change
behaviour and wider
responsibility
Each work stream will look to
involve the most relevant
stakeholders in the
management / steering group
Work programmes from
January 2016 will seek
opportunities for:
 public to take greater
responsibility for their
own health and
lifestyles
 population wellbeing
and health to be a
key consideration in
statutory planning
around wider
determinants
(housing, transport,
jobs, waste disposal,
licensing, etc)
 and…
?
ACTION PLAN – SEPTEMBER TO DECEMBER 2015
PURPOSE - AREAS
OF ENGAGEMENT
Inform – Promote, Assure,
Account
Consult
Involve
Raise awareness of
Greater Manchester
Health and Social
Care Devolution

Agree key messages for toolkit
to be used by all Stakeholders
(Oct 2015)



Attending pre-existing
community meetings and
events to inform (Oct 2015)
PUBLIC AND SERVICE
USERS
OUTCOME
Development of
Salford’s Locality
Plan document
06/02/2016

Gather views on devolution to
provide a baseline on
expectations. SRFT Members
Survey. (Nov – Dec 2015)
SRFT MEMBERS

Patient and public
representative share
responsibility for informing
community members (Oct
2015) ALL STAKEHOLDERS
Test key messages with IEB /
Children’s Trust Board /
Engagement leads to ensure
accessibility (Oct 2015)
Build FAQ responses
relating to Devolution with
clear accessible answers
(Oct 2015) PUBLIC,
SERVICE USERS AND
ENGAGEMENT / DEVO
LEADS
Influence / Change
behaviour and wider
responsibility
Well informed public are
able to contribute to
discussions with an
understanding of the
wider context.
Responsibility for sharing
messages relating to
Devolution is shared
amongst officers and
public / patients.
Patient, public, service users are better informed about devolution and therefore are able to participate in discussions
around key workstreams. All stakeholders have the same key messages relating to devolution.
Service users, patients
 Ensure that the Locality Plan is  Test the key messages in the  Engagement around
and public influence
accessible and clear.
Locality Plan with all
principals for engagement
content of locality plan
stakeholders (Oct – Dec
to be included in the plan
2015) ALL STAKEHOLDERS
(Oct 2015) CCG PATIENT
PANEL, HEALTHWATCH.
PATIENTS, PUBLIC,
PURPOSE - AREAS
OF ENGAGEMENT
Inform – Promote, Assure,
Account
Consult
Involve
Influence / Change
behaviour and wider
responsibility
SERVICE USERS.
OUTCOMES
Development of
governance
arrangements to
support engagement
OUTCOME
Local transformation
work streams:
 Prevention
 Start well / 0-25
 Live well
 Age well / ICP
 Place based
working
 Enablers – IM&T,
estates, financial
modelling
 Pilots relating to
community
enablement
06/02/2016
DEVELOPMENT OF SALFORD’S LOCALITY PLAN IS INFORMED BY THE VIEWS AND CONTRIBUTIONS FROM A WIDER
STAKEHOLDER GROUP. THERE IS BUY-IN TO THE PLAN FROM ALL KEY STAKEHOLDERS.
Partnership approach to
 Discuss plans for
 Invite representatives from
developing
strategic
Engagement and
IEB and Voice of the Child /
communications subgroup
Youth Council to attend the engagement plans.
Involving community
with IEB – gather responses
Engagement
representatives.
(Oct 2015) SERVICE
Communication Subgroup
USERS, PATIENTS
to xo-produce strategic
Joint responsibility for
direction for engagement
strategic approach and
projects (Nov -Dec 2015)
information sharing.
PATIENTS, SERVICE
USERS, HEALTH +
WELLBEING BOARD
Clear, transparent governance process to support engagement work. Clear flow from strategic direction through to implementation,
co-produced between organisations and communities.
Each work stream will consult
Work programmes from
 Develop ongoing two way
 Develop clear, accessible
with relevant stakeholders at key
January 2016 will seek
information relating to the
communications with the
points as the programme
opportunities for:
workstreams (January 2016)
public around the
develops
in
order
to
ensure
that
ALL STAKEHOLDERS
workstreams (2016) ALL
 public to take greater
they are sighted on draft ideas
STAKEHOLDERS
responsibility for their
during the development process,
own health and
as well as being consulted before  Each work stream will look
lifestyles
final arrangements are agreed.
to involve the most relevant  population wellbeing
stakeholders in the
and health to be a
management / steering
key consideration in
group (Jan 2016) ALL
statutory planning
STAKEHOLDERS
around wider
determinants
(housing, transport,
 Work streams to cojobs, waste disposal,
produce engagement plans
PURPOSE - AREAS
OF ENGAGEMENT
Inform – Promote, Assure,
Account
Consult
Involve
with communities, patients
and service users (Jan
2016)
OUTCOME
06/02/2016

Patient and public
representative share
responsibility for involving
community members ( Jan
2015)

Healthwatch priority setting
exercise to include
devolution discussions with
public, patients, service
users (Jan – March 2016)
HEALTHWATCH,
PATIENT, PUBLIC,
SERVICE USERS
DEVELOPMENT OF A NEW RELATIONSHIP BETWEEN SERVICES, PATIENTS AND THE PUBLIC
Influence / Change
behaviour and wider
responsibility
licensing, etc)
 Earlier, planned and
sustained
engagement with
local people as
partners in
workstreams