Communication and Engagement Plan for the Managed Selection Process for the Provider Of
REPORT TO JOINT OVERVIEW AND SCRUTINY COMMITTEE
Communication and engagementplan for the managed selection process for the provider of community services for Bournemouth and Poole
for comment
1.introduction
1.1The need for clear, consistent and accurate information throughout the process to identify a provider for community services is essential. This paper outlines the key objectives, audiences, messages for the coming year. A detailed action plan will be produced once there is clarity and approval for this approach.
1.2This paper outlines both communication and engagement activities and refers to the statutory consultation required under any TUPE arrangements; however a separate plan is being produced with reference to this.
1.3This communication and engagement plan does not cover any work undertaken to involve potential providers and the ongoing engagement process to develop a preferred bidder for the supply of this service.
2.background
2.1NHS Bournemouth and Poole published its strategic commissioning plan to transform its community services in October 2009. The strategy outlined the development of a new model of service which will see the development of services closer to home, through integrated locality teams by a care pathway approach with particular attention given to a focus on effective prevention and promotion of health.
2.2The Department of Health (DH) outlined in the Operating Framework for 2010 – 2011 a timeline for PCTs to divest their provider arms and published guidelines for the approval and assurance process to support the previously published “Establishing New Patterns of Provision”. Additionally theNHS South require PCTs to have an agreed strategy for the future organisational structure of PCT provider arms that will be implemented by 31st March 2011. PCTs are required to publish plans by 31st March 2010 detailing either specific organisations chosen to provide these services or a plan of how this will be achieved.
2.3The NHS guidance on making major changes to NHS services ‘Changing for the better’ highlights the need to ensure that the service change process is open, transparent and fair, and provides 15 recommendations to help achieve this.
2.4It outlines the role of PCTs in leading and driving service change and delivering ongoing engagement as part of its World Class Commissioning competencies, and highlights the role of PCTs in ensuring ongoing public, patient and clinical engagement.
2.5Section 242 of the NHS Act 2006 outlines the need to engage people in service change, and the NHS Constitution also highlights the rights that people have to be consulted and engages in changes which affect their care.
3.Overall approach
3.1Effective patient and public engagement at all levels in the planning, development and delivery of care, are key objectives for NHS Bournemouth and Poole, in order that services that are commissioned are services that meet the needs of local people and are delivered according to clinical need and patient choice.
3.2NHS Bournemouth and Poole will aim to ensure ongoing patient and public involvement and engagement in the continuing development ofits strategy to transform community services and will ensure that all relevant audiences are able to engage fully in this process to support the delivery of transforming community services and receive appropriate feedback regarding the impact of their engagement.
3.3A comprehensive plan to ensure the effective management of any change for NHS Bournemouth and Poole is being developed. This will ensure that there is a planned and comprehensive approach to the engagement and consultation with all relevant staff and representatives to deliver this change for the organisation.
4.Objectives
4.1It is important to have clear objectives which provide clarity about the purpose of the engagement and consultation activity:
To ensure that all affected staff and their trade unions representatives are able to access relevant and timely information about the managed selection process and how it might affect them directly, and that they are fully engaged with the process:
To provide all key stakeholders with relevant information about the managed selection process and the outcomes of the activity:
To engage with relevant stakeholders to ensure that the decisions are subject to external influence and relevant scrutiny:
To update the wider health community in Bournemouth and Poole and regionally about the proposals and the decisions:
To ensure that partners are aware of any changes in the provision of services and keep them updated and informed:
5.key messages
5.1Developing strong and clear messages are important when helping people understand the purpose of the activity and consistency in these messages are important to ensureconfidence in the process and the outcomes.
5.2For this activity the following messages should be considered
As part of the ongoing transforming community services activity, it is essential that the PCT has the right structures for delivering and changing current services. This activity is the next stage in the work to ensure that the key outcomes can be delivered;
NHS Bournemouth and Poole is committed to ongoing engagement with its community to develop patient centred, clinically driven services. This activity complements the work already undertaken to seek public views for services;
The services delivered by Bournemouth and Poole Community Health Services have been of a consistently high standard and it is essential that there is no reduction in quality with any new provider and that the provision of services is sustainable for the long term;
The transforming community services programme is designed to ensure the ongoing cost effective delivery of services which provide value for money and services closer to home;
Bournemouth and Poole Community Health Services have been working closely with NHS Bournemouth and Poole to effect local change and to deliver an integrated service with health and social care. Any new provider will need to continue this work;
Staff and their trade union representatives are key to the success of any change in service and they will be fully engaged throughout this period to ensure they can effectively contribute to this process.
6.key audiences
6.1There are a number of key audiences that need to be fully engaged with this process to ensure clarity and ongoing understanding of the activity. The following are the key audiences who need to be engaged at an early stage:
Staff
6.2There are a number of staff who will be affected by this activity. This not only includes the current staff within Community Health Services but staff in the PCT who spend a considerable amount of time supporting CHS and local authority staff who are working in joint commissioning and delivery teams.
Trade union and other staff representatives
6.3It is essential that those representing staff are fully briefed and engaged with the process to ensure that they are able to effectively advise and represent their members. A programme of engagement meetings will be scheduled for this specific process,
Primary care staff
6.4Many people in primary care will need to be engaged in how these services will be delivered in the future, and how primary care are able to access them to ensure there is a joined up approach for patients.
Overview and scrutiny committees
6.5To ensure ongoing engagement and transparency in decision making, it is recommended that a joint scrutiny panel is developed to work alongside the project board to offer an independent view and provide the scrutiny required for this process. Presentations would then be made to the full committees as required.
Local voluntary services
6.6It is important that PCTs involve local voluntary and community organisations at an early stage to help shape the changes which may be proposed and to ensure that relevant organisations have a voice in the process.
Local involvement networks, public involvement networks and patient groups
6.7PCTs need to ensure that the public and patients are involved at an early stage of any service change, not just at the advanced, post decision stage. In Bournemouth and Poole there is an active PIN for both the PCT and for specific pathways such as cancer, stroke and cardiac. Additionally it is important that the local LINKs are involved at all stages of the process. It is proposed that the LINKs members are invited to the joint scrutiny committee set up for this process.
Partners
6.8The TCS commissioning plan has engaged fully with partners to ensure that there is no duplication or inefficiency, and to deliver maximum levels of care within existing resources. These networks need to be maintained to ensure an ongoing partnership approach to the delivery of services for the benefit of local people. Local Authorities are key to this approach as they are central to the ongoing planning and delivering of these services.
Local media
6.9The media are an important partner in communicating any change in service and they will be appropriately briefed to ensure they have the right information at the right time, however it is essential that our staff and other stakeholders are informed of changes before it is released to the media.
MPs and councillors
6.10Local MPs and relevant councillors need to be kept updated of changes in local service to ensure that they are able to reassure and inform their own constituents Regular information and briefings will be available to ensure they are kept informed.
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