1 Group in Formartine / Shared working already goes on in health centre / Geographically divided
Area Identity / Turriff and Ellon work separately for home care
Easier to ensure equity of service / Needs to be a separate planning meeting to re-design and time out to think
One meeting better for e.g. Housing rep, Community planning / Wouldn’t be “local” not drill down to needs of local community-too high level
Equality and shared understanding (avoid “the postcode lottery”) / Diversity in patient demographics
Service user buy in
Shared resource and flexibility that offers
Option 1- A. Turriff and Oldmeldrum B. Ellon
Option 2- 1Formartine group with sub teams reflecting smaller localities / Recognises differences in 2 sub areas / Duplication of attendance and cost
1 meeting too big
Does Oldmeldrum fit with Turriff?
Meet less often but pull sub groups together / Danger if communication across is not good
Must add value and be seen to produce outputs/outcomes
Matches Housing and Community planning structures
Person based
Questions.
- If you cover more than 1 area is there a way to avoid duplication-attend 1 but this links to others?
- How do teams move to a strategic and operational role? – 3rd Sector and patient involvement in this?
- How do we allow for review and reflection over time?
Function of the Locality Planning Group:
Everyone in the group is a true representative
Effective communication in and out as a representative
Clear about decision making and accountability of group
Everyone’s views count
No “own agenda”
No talking for talking’s sake
Recognition of wider strategic direction/constraints
“Rules” apply to Formartine group and sub groups
Supporting and managing expectations and the ability to influence strategic change
Opportunity to enable involvement of patients/carers
“Own” problems and find solutions
Avoid escalating decisions unnecessarily
Give direction to the locality
Identify priorities for development by understanding local need
Developing local solutions
Measuring outcomes
Highlighting and sharing good practice
Identifying risks and governance assurance
To be flexible to seek information on specific issues when required
Equity of resource for service delivery
Have an effective communication strategy/plan and individual and collective responsibilities
Members of the Group:
Decision makers for each service (realistic?)
Representation from all groups on slide
Private sector?
Invited representations for specific issues
Community Council representation
Core group with extended reps as required for issues, themes, SLWG’s etc
Everyone –invited by discussion, involved in process and ability to influence group
Use existing groups
Use contacts to enable discussion about group’s agenda and bring this back
Location Managers
Housing
Acute-to decide how they are represented
CHIP officer
Primary Care and GP’s locally
Children’s services
Carer’s reps* *important that process is fair and transparent
Community planning
Patients reps*
Private sector- could be in a Contracts team
Support and Business Services reps
Finance
Public health
Admin support
How Often:
Fortnightly initially reducing to Monthly
Full Formartine group quarterly
Local groups- monthly – ensure the weekly meetings don’t pre-empt decisions-taken to monthly group.
Where:
Rotate around locations
Flexible-Turriff/Ellon
How do we contribute currently to the 15 priorities?
Virtual community ward
Hub post
Priority discharge
Adult protection –network
Quarries and other carers groups identifying carers
Directing people to the right resource-leaflets etc
Chip officers doing various community involvement activity in 3rd sector
OAP- various new and existing posts and increasing understanding e.g. dementia workers- PCMHW, dementia friendly teams, sign posting
Rehab and enablement
MEOC
Good conversations training
Core team integration
Smoking cessation and smoke free sites
Anticipatory care plans
Adaptation work in Housing to enable self-care to plan ahead
JES and telecare
Self-assessment
Various forms of community engagement dependant on the size of the community
Professional governance
More co-location to improve integrated working (e.g Turriff)
MDT’s and H&SC meetings
H.V. pathway, school nurse pathway/plan- empowering parents
Preventing hospital admissions
GPwSI keeping services in local community
Rehab and enablement training and process
Responder service
AVA dementia friendly communities’ project
ACPS for long term conditions
Caring for Turriff group- developing community capacity
Health and wellbeing forum in Ellon
Conversation café’s
Post-natal depression group
Men’s shed
Breast feeding support group
What Can We Do In The Future To Achieve The 15 Priorities?
Roll out further training on dementia, autism etc so all staff understand the issues
Review what we’re doing-So what?-degree of impact on strategic priorities-capture evidence
Listen to voice of the community
Reducing health inequalities-need to do more though-wider political/social issue
More education in terms of conditions-self management network- links with wider group and what we can do locally
Transitions-child too adult-especially in MH
Changing mind-set re entitlement
Influence media re positive involvement
Awareness re guardianship-power of attorney-challenge cost and support to complete
Develop workforce for all services-rehab and enablement
Develop preventative focus
Educate the population-particular focus on Children-empower people
Address the current capacity deficit in the area e.g. no nursing homes in Turriff-provision of respite beds
Develop a bariatric resource, could be across more than Formartine
What Support Are Needed To Achieve The 15 Priorities?
Buy in
Communicating what is being done –avoids duplication of effort locally and across the Shire
Commitment from the Formartine LPG to communicate and share info
Protected time to invest in taking forward priorities and work of group. Expenses etc. for patients/carers
Admin support
Clear on direction of travel so reps are supported from services e.g. acute, Housing, Children’s services
IJB members to link to LPG’s and strategic team to visit regularly
Review and evaluate progress
Strengthen links with 3rd sector
Lift share and V.C.
Respite
Effective locality planning group
Communication cycle
The right people-making the LPG part of the “day job” and/or getting people to attend who are relevant
Resources for workforce development
Understanding what has already been achieved
Resources, invest to save
Identifying the quick wins
Learning from other areas