Engaging people in
sustainable healthcare
A practical tool to help NHS organisations think through how they
build staff, public and patient engagement into their work on
sustainability
Engaging people in sustainable healthcare
Here is a practical tool to help NHS organisations think through how they build
staff, public and patient engagement into their work on sustainability.
This Guide provides practical advice, suggestions for action, examples of good
practice and evidence of what works.
It brings together the learning and evidence of good engagement and experience
from a variety of healthcare organisations, including emerging clinical
commissioning groups across the country.
You can download the Guide here.
Please contact tleach@nhs.net if you have any comments or suggestions to
improve this tool.
Section 1 - How to use this guide
Who is this guide for?
The guide is intended for sustainability managers and leads across the NHS.
It may also be useful for NHS engagement specialists who wish to extend their
work into areas connected with sustainable healthcare and climate change. We
have included material which will interest commissioners as well as providers of
primary and secondary care.
What does the guide aim to do?
It provides a set of signposts to the huge amount of material which now exists
on-line on the subject of patient engagement and service user involvement in
health and social care. (See this tool as a printable pdf).
It is a quick and easy to understand tool. It focuses on patient as well as public
engagement in what healthcare sustainability means in practice and how
healthcare organisations can become more sustainable.
It is essential that sustainable development leads link with engagement
specialists within the NHS. Significant divides also need to be bridged between
commissioners and providers, between health and social care and across
neighbouring geographical localities. Please view this guide's case studies to see
this in action.
What can you do next?
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Please give us feedback on this guide and tell us how it has helped you. We also
welcome constructive criticism
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Please send us information about what you are doing. Tell us about your own
engagement story by filling in this short form.
Section 2: What do we mean
by sustainability?
Different approaches to this question are offered below.
Developing a short and meaningful “pitch” will be an important part of engaging
with each audience or target group.
Sustainable development is a way of thinking about how to organise our lives
and work – including our health services and system – so that all people
throughout the world can satisfy their basic needs and enjoy a better quality of
life, without compromising the quality of life of future generations.
The UK Sustainable Development Strategy, Securing the Future, has five key
principles:
Sustainability can be defined as meeting the needs of today without
compromising the needs of tomorrow.
Commissioning for Sustainable Development is the process by which
commissioners improve both the sustainability of an organisation and the way it
provides services and interacts with people in the community. It incorporates all
aspects of World Class Commissioning including environmental considerations
into commissioning processes and decisions.
Take a look at the NHS Sustainable Development Unit's guidance Commissioning
for Sustainable Development.
Why is it important?
The NHS has contact with millions of people and employs more than 1.3 million
staff. It therefore has the potential to reach tens of thousands of people every
day with positive health and environmental messages.
The good news is that what is good for the environment is also good for people’s
health.
What do we mean by engagement?
Engagement and involvement – these two terms are often used
interchangeably.
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Involvement can be passive e.g. receiving information, understanding what is
required of me or
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Involvement can be active
commitment to action.
e.g. requiring an active response, a level of
Engagement and involvement activity can be aimed at individuals or groups.
Different kinds of Engagement
1. Information provision and exchange. Letting people know what is going on in
the NHS and listening to their views.
2. Consultation. Involving people in making decisions about the services we
provide.
3. Working together. Partnership working with anybody in the community to
challenge health issues. This is sometimes called “co-production”.
4. Community control or ownership. Helping people find ways to develop and
influence services for their community.
5. Patient experience. Understanding what really happens on a patient’s journey
through care. NHS Central Lancashire, Public Engagement Toolkit for Health
Commissioners and Partner Organisations, 2011
Who do you want to engage?
Target Audiences
Guide
Examples
Board Members (e.g Executive and
Section 6 - part 1 Section 8
non-executive Directors, governors
and lay members)
Staff and senior managers
Section 6 - part 2 Section 8
Patients, carers and service users
Section 6 - part
3/4
Wider Public
Section 6 - part 3
Other audiences (please specify)
Section 6 - part 4
Section 8
Section 3: Why sustainability and
engagement matter
Engagement is not an end in itself – it’s an important lever to improve patient
experiences and health outcomes.
Engagement is particularly important for sustainable development in the NHS.
Without engagement the NHS will not achieve its long term goals for reducing
carbon emissions and the public will not understand why action is needed.
Engagement and sustainability share some similarities. Engagement
and sustainability both need to be owned by boards and staff. Engagement and
sustainable development programmes must also draw in service users,
communities and the wider public, local councils, third sector and Health and Well
Being Boards.
Sustainability matters because it provides a way of addressing wider NHS
commitments and goals: quality and productivity improvement, resource
efficiency, preventative health strategies (QIPP). Environmental, social, political
and economic sustainability are closely woven together. What is good for
individual patients and service users, can be good for organisations and for the
planet as a whole. This is the “triple bottom line” for measuring success in the
future.
Clinical commissioners who work every day with patients may assume they know
what it is like to live with a health condition. Yet as most people will tell you, you
don’t really know what it is like until you experience it for yourself. By using
people’s experiences within commissioning, you can start to walk in the shoes of
those you commission for and see the world through their eyes.
Engagement pays - it makes good business sense to involve patients and
public and take account of their individual experiences:
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Involving patients in decisions about their own health and care has the potential
to boost outcomes, reduce unnecessary consultations,
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reduce unwarranted variations, improve patient experience, improve concordance
with treatment and makes the best use of limited
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resources
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Understanding patient experience of services can help you identify areas of waste
and inefficiency and how to make services better
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Patients and public can you help redesign care pathways so that they are more
patient friendly and efficient
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Engagement pays (literally) – the new Patient Participation DES supports
engagement at practice level but also encourages engagement at CCG level.
Engagement helps to manage risk and deliver difficult changes
successfully:
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Bringing patients and public with you from the outset about proposed service
change can increase your ability to manage risk and deliver difficult change
successfully
The law requires you to engage patients and public and take account of
patient experience. Check the following:
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Health and Social Care Acts 2006, 2012
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Equalities Act of 2011 and the Equality Delivery System
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Authorisation criteria for Clinical Commissioning Groups
For more information:
Better Health, Better Experience, Better Engagement -why good commissioning
needs patients and public at its heart, DH, 2011
Making the Case for Public Engagement Edward Andersson, Emily Fennell and
Thea Shahrokh, Involve and Consumer Focus, 2011
Guide to Sustainable development for Clinical Commissioning Groups, NHS
Sustainable Development Unit.
Building a local case for engagement
Stage 1
Scope the Business
Stage 2
Define the focus and purpose
Stage 3
Decide what to do
Stage 4
Complete the checklist and chart
Stage 5
Analyse results
Stage 6
Present the business case
For more information: Making the Case for Public Engagement Edward
Andersson, Emily Fennell and Thea Shahrokh, Involve and Consumer Focus, 2011
(Download)
Section 4: Taking stock
This section provides a number of tools to enable you to make an assessment of
the capacity of your organisation for engagement and communication.
These could support your analysis of the strengths and limitations of existing
approaches within your organisation. They could also help to identify the
opportunities and threats which you face.
Focus of Stocktake
Resource
Commissioning
World Class Commissioning
Competencies - patient and
public engagement
The Engagement Cycle
Provision and commissioning
Good Engagement Practice for
the NHS
On-line self assessment tool for
universities
Sustainable development
Good Corporate Citizen
Assessment
Communication
The Communicating Organisation
Four attributes of a communicating
organisation
The scale and complexity of the NHS, coupled with the diverse needs of the local
communities that it serves, means that each NHS organisation has different
priorities and goals. As a result, they will organise their communications functions
and communication processes in different ways. However, all organisations that
are good at communicating will share four core attributes, as stated above:
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An excellent understanding of the brand
Excellence in planning, managing and evaluating communication
Leadership support for communication
Communication as a core competency
For more information: The Communicating Organisation - using information to
support the development of high-performing organisations, Dept of Health. Nov
2009 (Download)
Section 5: Planning your approach
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Planning needs to happen at a number of different levels.
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Effective engagement needs to be sustained over time and specific activities need
to be incorporated in a consistent overall programme of work.
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A good plan will act as a map for the journey and provide a reference point for
reflection and review.
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As such it will need to allow for change and improvement, as implementation
progresses.
Develop a programme for engagement
Subjects for engagement can come up at any time, but if you look ahead you can
anticipate most of them and develop a forward programme for engagement. This
will help you prepare in good time, coordinate effort and focus resources on the
most important issues.
When planning ahead, look out for things that will trigger an opportunity for
engagement, for example:
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Key issues in your commissioning plan
Contracts coming due for review or renewal
Emerging health priorities
New standards and practices at the national level
Compliments, complaints and issues in the local media
Continuing relationships with patient groups and other stakeholders
Deepening understanding of patient experience
For more information: Public Engagement Toolkit, NHS Central Lancashire,, 2011
Checklist: Assessing each opportunity for engagement - More information
can be found here
Ask
Who would we engage with?
Consider
Patients, carers, potential service
users, local communities,
pressure groups. Don’t forget
groups that are easy to overlook.
Partner organisations, other
commissioners and service
providers (current or potential;
public, private and voluntary
sectors).
Anyone who will be affected, or
stands to gain or lose if things
change. Don’t forget opinion
formers such as MPs and the
media; they can influence the
success and outcome of the
engagement.
Consider doing an outline
stakeholder analysis (you can get
a handy template for this - see
Appendix F
for download information).
Is there a legal
requirement to
consult here?
What would we
want to get out of
the engagement?
What approach
might we use?
What might it cost?
Timescale?
See table in Section 2.2
See also Appendix A
Who would be the decision
making body? What info would
they need?
If consultation, see table in
Section 2.2.
For a wider range of options see
Appendix B
Cash cost: printing, advertising,
hire of venues and equipment,
specialist external support
(survey design and analysis,
facilitation), participant
expenses?
Other: time and capacity within
your organisation.
Is there a deadline for decision
making?
How long will be required to
engage with people to the
necessary level of detail?
How long will it take to plan the
engagement?
How much notice will participants
need?
Should we commit
to this engagement
and include it in our
programme?
Is there a legal or business
obligation to do so?
Do the potential benefits justify
the cost?
If it looks disproportionate, can
we refine the approach and still
get the benefits?
Section 6: Where to start and how to
move on
This section provides some signposts to a range of activities. It is not an
exhaustive list. It provides a starting point. There are likely to be many factors
involved in making a choice of activities.
However, clear objectives, awareness of timing, and a good knowledge of who
are the target audiences – these are all likely to be important.
Part 1 - Engaging with the Board
The following practical guidance is offered by the NHS Sustainable Development
Unit at its website and in a recent publication for commissioners:
ACTIONS:
1. Have a Board approved Sustainable Development Management
Plan Guidance. Available here
2. Sign up to the Good Corporate Citizenship Assessment Model which is a a self
assessment tool to help organisations improve their sustainability
3. A checklist for provider and commissioner boards. Access the checklist here.
CRITERIA FOR GOOD ENGAGEMENT:
1. Effective leadership and a robust strategy
2. A clear commitment to engagement
3. Information and information sharing
4. Willingness to share power
5. Equal relationships and mutual respect
6. Providing appropriate support, training and development
7. Effective approaches and methods of engagement
8. Transparent decision making
9. Monitoring, evaluation and feedback
10. Evidence of improved outcomes
More information here: Good Engagement Practice for the NHS
Part 2 - Engaging with Staff
The NHS Constitution lays out the value of staff engagement:
‘Engage staff in decisions that affect them and the services they provide … all
staff will be empowered to put forward ways to deliver better and safer services.’
Recent research studies show how good staff engagement positively impacts on
the quality of service provision. It is associated with patient satisfaction as staff
gain valuable insights into ways in which the services can be more responsive. It
also leads to longer term beneficial impacts on patient mortality, infection rates,
Annual Health Check scores as well as staff absenteeism and turnover.
The more engaged staff members are, the better the workplace environment
enabling staff to thrive and the better the outcomes for patients and the
organisation generally. (NHS Midlands and East, Good Engagement Practice for
the NHS).
Considerations
1. There should be several ways for staff, patients and communities to get
involved in the activity, planning, decision making, review of NHS commissioner
and provider organisations, depending on their availability, ability and willingness
to do so.This could be through
surveys, involvement in governance/decision-making structures, secondments,
job swaps, group workshops or social media.
2. Informal methods of engagement can often work best. Large meetings,
especially where there a variety of languages are used, can lead to frustration.
Smaller discussion groups or events that are relaxed and more sociable have
proven popular and effective, e.g. involving food, dance or cultural activity.
3. Barriers to participation amongst staff, patients and communities with
protected characteristics should be systematically identified, documented and
addressed by NHS commissioner and provider organisations with ‘reasonable
adjustments’ being made – and this should be embedded in how the organisation
works.
4. Opportunities for staff, patients and communities to get involved in activity,
planning, decision making, review of NHS commissioner and provider
organisations should be promoted in a variety of ways for example through the
local press, radio, online, social networks, outreach and community activity.
5. Engaging with staff is a good pathway to effective engagement with patients
and the public.
Part 3 - Engaging with Patients,
Carers and the Public
Type of Engagement
Activity
Information
(access more guidance here)
Online
Leaflets, newsletters, reports,
brochures
Surveys
External publications by other
organisations
Advice services: PALS, PPI
Community groups
Healthwatch & LINks
Media: press, radio, tv
Consultation
(access more guidance here)
Strategic service planning
Re-designing patient pathways
Health panels
Personal health planning
Shared decision making
Working together
Supported self management
2 toolkits:
Telehealth & telecare
Central Lancs & South Central
Citizens juries
Service user forums
Working with lay representatives
Community Control
Health promotion and education
Community development
Health champions
Health trainers
Surveys and questionnaires
Focus groups
Complaints and compliments
Direct staff and patient
Patient experience
interaction
2 toolkits
One-to-one interviews
Central Lancs & South Central Mystery shoppers
Crowdsourcing
As part of any other regular or
one-off engagement activity
Part 4 – Engaging with other
stakeholders
The wider field of engagement includes Local Authorities, social care providers,
housing departments, Health and Well Being Boards and the new structures of
Public Health.
HealthWatch will be a key player as local HeatlhWatch organisations replace Local
Information Networks (LINks).
Beyond these bodies there are ‘third sector’ organisations, charities, advocacy
bodies and patient groups, often providing high quality services in their own right.
Section 7: How engagement for
sustainability meets wider NHS
goals
At the core of this Guide is the view that engagement does not simply mean
explaining the case for carbon reduction or the implications of climate change
more clearly to NHS Boards, staff and service users.
The examples in Section 7 demonstrate that there are many opportunities for
activities which span different populations, all age groups and a huge range of
interests.
In Liverpool the approach of the primary care trust has been to link sustainable
development activity to the wider goals of the Decade of Health and Well Being.
Sustainability is an essential part of health during transition and beyond and
aligns itself with the QIPP agenda perfectly. It is key to a health service that is fit
for the future because it creates an environment of efficiency, quality and wise
use of resources. If something is sustainable it will survive into the future and
this means the NHS has to use all of its resources (people, money, products etc.)
efficiently now. More information here.
Raising awareness of sustainability, and turning awareness into commitment to
action requires the ability to see connections between people’s existing interests
and sustainable development. Making and encouraging people to make such
connections provides a focus for engagement programmes designed to reinforce
the message that sustainability is ‘for all’.
Core competences may be a route which more NHS organisations will take in the
future. Among the core responsibilities for Clinical Commissioning Groups, for
example, is the “commitment to promoting environmental and social
responsibility through CCG actions as a corporate body as well as a
commissioner” (Section 4.4.2 Commissioning Board, Draft Guide for Applicants).
Access more information about leadership and sustainability here.
Section 8: What other people are
doing
This section is in two parts. The first part provides contrasting examples from two
organisations: a hospital and a primary care trust, which have been specially
written for this guide.
The second part provides some illustration of the activities listed in Section 5. We
would like to build a more comprehensive picture of the range of engagement
activity which is already taking place across the country; so if these illustrations
prompt you, please get in touch.
Engaging Staff & Community at Wythenshawe Hospital
With 5,500 staff and over 750,000 patients treated each year, the Hospital is run
by the University Hospital of South Manchester NHS Foundation Trust with a
board of 10 directors. The Trust has made a commitment to reduce CO2
emissions and become more self sufficient with renewable energy.
Julian Hartley, chief executive, explains why this is so important to the Trust,
“You have to look yourself hard in the eye and ask, ‘What are we doing for
tomorrow?’ In health care we’re about looking after people’s lives and in doing so
we have a wider responsibility to make sure we secure the planet for the
community. That we secure all of our futures and that means taking action now,
taking control of energy utilisation and that means taking it seriously and taking
real leadership.”
The Trust has introduced a range of initiatives to engage staff and the wider
community:
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In December 2010, despite a harsh winter and demands on the system to keep
the hospital warm, the green champions were able to put £120,000 back into
funds for patient care, savings made from their energy initiatives.
Susan, green champion “We all feel very proud and privileged to work here and
all want to do our bit to help the hospital and the environment, and to share that
with others.”
Weekly tours for staff, bike and car share schemes, staff allotments all help share
the hospital’s passion.
Open days for the local community, monthly open-air market for patients, staff
and visitors. “Fresh Friday” so everyone can buy fresh fruit and veg in the
hospital each week
Bee colony on adjacent land to produce local honey and reduce allergies, on
advice from hospital allergy specialist
‘Saving Planet Wythenshawe’ events to widen participation and involve local
schoolchildren. Re-cycled fashion shows involving local school and college
students
Wythenshawe Olympics with Housing partners, to widen participation of adults in
sport. ‘Fit for Life’ programmes for staff
Julian Hartley, “The great thing about what we are trying to do here as Britain’s
greenest hospital is galvanise a sense of collective ownership of the issue, so that
everyone’s got a part to play, everyone can make a contribution. The hospital is
a community and we all try to do our best and to do our bit.”
Video access here.
Liverpool Sustainability and Wellbeing - Engaging partners, staff and
communities
Liverpool Primary Care Trust has used its commissioning role to draw a network
of local providers into a programme of sustainable development directed at
improving health and well being. Over 3 years a combined approach by the PCT
and NHS trusts to carbon management planning has grown into an ambitious
local plan for health and wellbeing engagement.
Engaging Partners
2010 Liverpool launched a Year of Health and Wellbeing – to highlight positive
action everyone can take to improve wellbeing and to increase ownership of
wellbeing within and outside the health sector. This involved working with:
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partners such as transport, housing, planning, businesses and fire service to build
a common agenda and commitment for wellbeing
communities to put wellbeing tools directly into their hands, listening to
communities about their priorities – cycling, mental health, green space –– build
programme for the year around them.
Recognition that sustainable development needs to be at the heart of Liverpool’s
renaissance.
By the end of 2010, professional and community partners had committed to and
launched a Health and Wellbeing Decade with the following vision:
Liverpool in 2020 is a city region where health and wellbeing are at the heart of
our purpose, culture, planning and action. Where communities, public bodies and
private organisations are all working together in a Liverpool which is more equal
well and green.
Our developing Decade plan which we are co-producing with our partners reflects
these themes.
Engaging the Board
In 2010 the PCT developed its first Sustainability Strategy. A new committee
reporting to the board was formed by strategic leads from across the Trust, led
by a director and non-executive director.
The strategy was based on the twin planks of the Good Corporate Citizen model
and the organisation’s Sustainable Development Management Plan. It included a
commitment to provide leadership for sustainability, as part of improving the
health of the local population, linking the NHS with third sector and other
partners. The overall strategy was approved at the board and policies for carbon
management, travel and procurement were added subsequently.
Engaging Staff
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PCT invited Liverpool NHS providers to form Carbon Collective to work
collaboratively on carbon reduction
2010 embarked jointly on Carbon Trust Carbon Management Programme – all
achieved accreditation in 2011
During process identified opportunities for collective projects around
communications and travel, energy management and procurement. Identified
£4m pa potential savings across the system
Broadened the partnership to wider Merseyside area and made QIPP business
case to invest in some collaborative projects to release savings
Shared communications campaign to involve staff, patients, visitors and members
in the carbon reduction programme for each trust
Engaging Communities and Patients
Decade of Health and Wellbeing promotes the five ways to wellbeing with
communities and partners to encourage greater resilience in communities –
increasing prevention and in the long term aiming to reduce the increase in
demand for health services. (The five ways to wellbeing were developed by New
Economics Foundation as having a significant impact when incorporated into daily
lifestyles..They are Connect…Take Notice…Be Active…Keep Learning… Give).
Activities include:
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a programme for active travel working with communities to increase walking and
cycling
low carbon healthy projects
a broad range of arts and cultural participation programmes for health and
wellbeing
Our Natural Choices for Health programme was designed to promote the
connection between environment and health and wellbeing. New partnership of
38 projects across the city stimulated environmental action and fostered
wellbeing using the natural environment as a resource
Projects structured to deliver part of Liverpool Green Infrastructure strategy
which enabled us to target areas to benefit health in ways which responded to
community interest
Project dirt web based tool to enable environmental projects to link to each other
and build capacity and support in a growing, self sustaining community
Partnership with Liverpool Echo to develop Environment Awards, linking
environmental quality and planning for climate change with health and wellbeing
Mainstream media coverage under the Decade banner, encouraged sharing of
positive actions and achievements and rewarded community action
“It is clear to us that for the long-term wellbeing of our communities, we need to
work in ways which benefit our economy, environment and society equally. For
the NHS this means engaging local suppliers, providers, and partners in this goal.
"It’s about engaging with our communities to co-produce solutions – putting the
tools for sustaining wellbeing and low carbon living into everyone’s hands through
the five ways to wellbeing, and supporting integrated programmes and
commissioning which takes us towards our vision for 2020.” Gideon Ben-Tovim
Chair of NHS Merseyside
For more information contact: Sarah.Dewar@liverpoolpct.nhs.uk
Patient engagement with sustainability strategy development
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Patients were engaged throughout the development and consultation process of
the Trust’s sustainability strategy
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Patient Governor integral part of the strategy working group
Presentations and ongoing communications with patient groups, for example the
Cardiac Support Group
Road shows within the hospital for staff and patients for further involvement
Strategy won Award for Best Carbon Reduction Strategy in Acute Care, Building
Better Healthcare, 2010
For more information contact alexandra.hammond@gstt.nhs.uk
Involving Mental Health Service Users
Service users have been engaged in the Trust’s sustainability agenda, carbon
reduction targets, efficiency agenda and where relevant helped with future care
pathways (living within the community and managing own home including
budgets).
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Attended service user forums in secure residential facilities and provided
presentations, information, quizzes, questions and answer sessions and feedback
route
Arranged screening of the Age of Stupid in secure residential sites
Will be involving service-users (non-secure facilities) in our evolving Sustainability
Champions network
Involved Service Users in interview panels (standard practice) for sustainable
development jobs and provided specific briefings on technical areas to these
service users
Results: Patients contributed to sustainable behaviours through recycling, turning
equipment off, closing windows with heating on etc. Reduced costs and
consumption. Introduction of recycling into clinical areas
For more information contact lucy.smith@wlmht.nhs.uk
South Central Ambulance Service (SCAS) Green Team
The SCAS green team was brought together as a priority to help promote the
SCAS green agenda throughout the four counties that it covers. It was felt that
because the estate was spread so thin they needed something more than just
media contact … they needed hands on.
A part time Green Team coordinator was appointed in March 2010 with a brief of
creating ‘awareness’ to all staff of their responsibility of care towards the
environment in which they live and work, to achieve this it was felt a team of like
minded staff members who in some cases were already promoting good
housekeeping in waste and recycle management and better awareness of energy
on their site should be brought together.
The Green Team was born, within six months they had a team of 32 and now
they have a team of 57 - these are volunteers and do not receive financial
reward.
The ‘Initiative’ of keeping the green agenda program in the forefront of all staff
by the few
through developing and promoting campaigns in:
1. Better ‘Waste and Recycle’ framework on site and highlight the responsibility
we all have to recycle more
2. Monitoring and reviewing frequently recycling equipment
3. Promote 'Switch Off Energy' on SCAS sites when lights and appliances are not
being used
4. Promote ‘Think before you Print' culture when using computer printers
5. Monitoring their site for minor repairs to save energy loss (check list)
6. Raising 'Awareness' to all levels of staff
7. Recycle to some charities
For more information contact brian.miller@scas.nhs.uk
Section 9: Where to get help or
support
people and participation.net
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On-line
engagement help
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Process planner with short on-line check lists
Guidance notes
Alphabetical listing of different engagement methods and
browse methods facility
Case studies
Ask an expert
Library of web based resources
NHS Institute Resources
On-line patient
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engagement help
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High Impact Actions for improving patient experience
Transforming Patient Experience – the essential guide
Experience Based Design
Armchair Involvement
Shared Decision Making
Patient & Public
Involvement
specialists (PPI)
Many NHS organisations have appointed PPI specialists.
Where these do not exist specific board members
(governors, non-exec directors, lay members on Clinical
Commissioning Group Boards) may have an official role in
relation to public and patient involvement.
Local Authority &
Service
User/Patient
Organisations
Local authority service user engagement teams
Local Involvement Networks (LINks)
HealthWatch currently being established
Health & Wellbeing Boards
Public Health
Observatories
(PHO)
National network produce information, data and intelligence
on people's health and health care for practitioners,
commissioners, policy makers and the wider community.
(Brings together work of 9 PHOs).
Sustainable
Development
National NHS Sustainable Development Unit
Transition Network
Local Government links and resources on sustainability