Productive partnerships and vision planning tips
We have summarised the learning from the external evaluation of the EPIC
(Engagement, Partnership, Information and Communication) Project (see the
end of the document for more information). The project developed planning
guidance to support local areas in formulating cross sector planning groups,
evidencing current and future needs and developing joined up approaches to
the commissioning of eye health and sight loss support services.
A. Ten top tips for productive vision partnerships
1: Identify the scope and the remit of the partnership
 Find a senior person to champion or sponsor the planning group.
 Identify key local contacts: those who should be informing the process,
those to be kept informed of progress and who should be around the table.
 Go ahead even if key partners cannot get involved initially.
 Make sure the lead and planning group members are willing to devote time
to the partnership.
 clarify the current situation and areas of good practice…don’t re-invent the
wheel.
2: Work within the context of local structures
 Consider the geographical scope for effective partnership working to
achieve vision plan objectives. Take into account how statutory services
are configured at local level.
 Find ways around structural barriers to engagement. Most of the
discussions and outcomes are about service management, rather than
clinical issues, so consider targeting managers as well as clinical leads.
 Identify who holds the commissioning budgets and ensure representatives
from commissioning are directly involved in the partnership.
3: Identify appropriate leadership
 Consider what kind of leadership is likely to work best in the particular local
area. Leadership may need to have the status of someone senior. Some
areas may decide to have one Chair, or a joint lead or Chair, with a health
or Local Authority “champion”.
 Partnership leads need to be able to recognise potential areas of conflict,
as well as conflicts of interest. If this is an issue, an “independent chair”
may be a way forward.
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 Consider the potential of the voluntary sector organisation as coordinator
of the partnership. However, resources and support may be needed.
 Identify/develop appropriate training or mentoring to meet needs of
leaders/champions at a local level. For example, skills in chairing meetings
with a wide range of participants, from service users to senior
commissioners, managing relationships between partners or services with
a history of conflict or critical of each other’s services.
4: Identify resources for coordination and communications
 Secure resources to establish and sustain the local partnership. For
example, dedicated time for a post (or part of a post) to co-ordinate,
support the chair, run meetings, follow up actions, communications and to
extend membership.
 Note that meetings will need servicing to make them appropriately
accessible to all participants: information needs to go out well in advance,
in accessible formats, venues need to be accessible.
5: Use a range of methods to ensure meaningful engagement
with a wide range of partners
 Leaders need to ensure service users are included and offered support (if
they need it) to help them engage effectively.
 Use a range of methods to engage different audiences and gather their
views, rather than having everyone involved in every planning meeting.
 Vary meeting venues and times, ensuring these are set up well in
advance. Consider cost implications of travel for patients and service
users. Remember, hospital based clinicians usually need at least six
weeks notice to attend meetings.
 Identify in advance where input is needed by specific individuals, and plan
to draw them in at appropriate times. For example, ask specialists to
deliver occasional presentations.
 Accept different levels of engagement will be appropriate for different types
of partner or audience and create structures to allow for this. Consider
broader consultative groups, themed subgroups and/or a core programme
group to progress work.
6: Use the guidance available
Key sources of guidance for local vision partnerships:
Available on the UK Vision Strategy website:
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http://www.vision2020uk.org.uk/UKVisionstrategy/page.asp?section=199&sec
tionTitle=Eye+Health+and+Sight+Loss+Vision+Planning+Guidance
 Planning Guidance developed through the EPIC project
 Templates to support the planning process
 Joint Strategic Needs Assessment (JSNA) Template and Guidance for Eye
Health and Sight Loss
 Seeing it My Way
Available at the Commissioning for Eyecare website:
www.commissioningforeyecare.org.uk
 Commissioning guide for eye care and sight loss services
 Joint Strategic Needs Assessment (JSNA) Template and Guidance for Eye
Health and Sight Loss
7: Manage expectations
 Check out the expectations of other people round the table. Are they
actively committed to developing an action plan and supporting its
delivery? Or do they just want to have a voice?
 Separate the roles of Chair and project manager/administrator of the
planning group. It’s easy for people to expect one person to do it all.
8: Build on the commitment of partners
 Build commitment to a shared vision and outcomes rather than always
focusing on the partnership process.
 Agree partner expectations in relation to their levels of input and
commitment in advance. Include in agreements that core partnership
members can send deputies, read minutes and fulfil action points.
9: Accelerate cross sector learning
 Identify local issues which can be addressed more easily outside of the
formal partnership working process. For example, are there any
opportunities for cross sectoral learning to be achieved through well
targeted events for specific audiences, briefing sessions and/or training, or
regular communications, rather than attending partnership meetings where
learning may be incidental rather than the prime purpose?
10: Be pragmatic
 Work within the local service delivery context and develop from there don’t try to change or resolve everything at once.
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 Recognise that there may be “peaks and troughs” in engagement, as
priorities change with different planning partners - keep going, and keep all
partners engaged.
 Aim for a balance of quick wins as well as inspiring longer term plans to
galvanise and engage people.
 Be clear and realistic about the timeframe for partnership activities. Set
regular dates for reflection on progress and the future. Don’t lose impetus
by becoming a “standing group”.
About EPIC
EPIC was a three year initiative, funded by the Department of Health, to
support the delivery of improvements to eye health and sight loss support at a
local area level, specifically through partnership working. The pilots covered
the three outcomes of the UK Vision Strategy:
 Improving the eye health of the people of the UK
 Eliminating avoidable sight loss and delivering excellent support for people
with sight loss
 Inclusion, participation and independence for people with sight loss.
The project was delivered through a partnership between the UK Vision
Strategy Programme Team, RNIB and VISION 2020 UK.
Planning guidance for local partnerships was tested out in each phase and
revised based on feedback from the pilots. The external evaluation focused
on seven key objectives and was based on a mix of methods including desk
research, analysis of pilot area documents including strategies and action
plans, online surveys, telephone interviews and case studies.
Thirteen areas (Barnsley, Buckinghamshire, Cambridgeshire, Croydon,
Essex, Hampshire, Herefordshire, Kent, North of Tyne, Sandwell,
Westminster, Wiltshire and Worcestershire) took part in the project,
developing planning and consultative groups and developing local vision
plans and action plans.
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About the evaluators:
Jean Barclay is a planning and evaluation consultant with over 20 years’
experience with voluntary organisations, social enterprises and policymakers,
including over five years’ experience as Non Executive Director on the Board
of NHS West Sussex and Coastal West Sussex Clinical Commissioning
Group. Her first voluntary sector roles were within the field of visual
impairment.
Bridget Pettitt is an independent research consultant with over 15 years’
research and evaluation experience in the voluntary and public sector,
including several years in the visual impairment sector.
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