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Arrival refreshments and registration
Welcome to our
Patients, Carers and Public Advisory Group Seminar
Wednesday 23rd September 2015
Holiday Inn Bolton Centre (Shaftesbury & Stanley Suite)
The Wi-Fi code is HIBolton and our #pcpag_scn
Toilets are located (gents to the left and ladies to the
right through the doors)
There is no fire alarm planned should the alarm sound we will be escorted to
safety
We will be taking pictures through the event should you have an objection to
this, please let a member of the team know and please could we ask that
you turn your phones to silent
Finally, a reminder of your session choices appears on your badge. Should you
still need to book sessions – please see Michelle and Sue on registration
Welcome and aims of the day
and
SCNs and Senate – where are we now
Janet Ratcliffe, Associate Director, GMLSC SCNs and
Senate
Morning Programme
SCNs and Senate – where we are now
The work of the Senate – Prof. Donal O’Donoghue and Juliette
Kumar
Palliative and End of Life Care Network – patient carer voice – Tony
Bonser and Dr Susan Salt
Morning Workshops
1. Cancer
Sullivan Suite 2. Mental Health, Learning Disabilities and Dementia
Churchill/Hardy Suite 3. Cardiovascular Disease and Neurological Conditions
Shaftesbury/Stanley Suite 4. Maternity and Children inc. Child and Adolescent Mental Health
Services (CAMHS)
Gladstone Suite
Afternoon Programme
1. The work of Healthwatch Wigan – Paul Carroll
2. Engaging BME Communities – Mohammed Sarwar
3. Altzheimer’s Research – Derek Whitehead MBE
Afternoon Workshops
1. Academic Health Science Networks – Cara Afzal and Dr Paul
Mackenzie
Sullivan Suite 2. Greater Manchester Health and Social Care Devolution – Vicky
Sharrock
Shaftesbury/Stanley Suite 3. Healthier Lancashire – Dr Andy Curran
Churchill/Hardy Suite 4. Communications – John Herring and Paul Armitage
Gladstone Suite
Cath’s Story
• Cath is 89 and lives in sheltered accommodation supported by
carers and family
• In June 2014 she had a minor stroke which left her a lot more frail
and with early onset dementia
• Over the next few months she had a few episodes which resulted in
her being taken into hospital a few times and with a stint in
intermediate care for cognitive assessment
9
Cath’s Story
• Things were looking OK until she had a fall during the night in June
2015 and pulled her care cord
• She was taken by ambulance to hospital and ended up on a spinal
ward due to her fall
• Whilst in hospital she fell again whilst in the bathroom – the
hospital hadn’t been giving her the anti-dizziness tablets she
needed
• Nearly 4 weeks later Cath was still in hospital waiting for diagnostic
tests with no discharge plan in place
10
Cath’s Story
• Cath was moved both within the same ward and onto other wards –
this caused a lot of confusion for her
• Family were struggling to know what the next steps were so they
could to plan for when she returned home
• There was no single person that family felt they could go to for
answers
11
Cath’s Story
Cath eventually returned home after 5 weeks but still without all the
tests she needed
After 5 week’s in hospital Cath had lost not only her confidence but
the ability to do simple tasks
She had to have several outpatient appointments to have the tests
she needed
The system felt fragmented and difficult to navigate
SCNs and Senates
Where are we
now?
A review began last year looking at leadership
and improvement
A number of key recommendations continue
to be implemented including closer
collaboration between Academic Health
Science Networks and Strategic Clinical
Networks
Senates to be run on a regional basis but with
local councils
Leadership and Improvement Review
Role of Strategic Clinical Networks
Clinical Senates, Strategic Clinical Networks (SCNs) and AHSNs
should continue
Continue to be SCNs in four current priority areas
Could form new networks to support local priorities
Role: Support health systems to improve health outcomes of their
local communities by connecting commissioners, providers,
professionals, patients and the public across a pathway of care to
share best practice and innovation, measure and benchmark quality
and outcomes, and drive improvement
SCN vision, mission and how we will fulfil it
VISION: The health and wellbeing of local people, and the care they receive, will be comparable with the best in the world
THE STRATEGIC CLINICAL NETWORK WILL HELP TO ACHIEVE THIS BY:
Influencing commissioners and providers (local and national) to adopt policies and pathways which can deliver the best quality healthcare and outcomes
Striving towards equity of outcomes by reducing unwarranted variation in health care
Ensuring clinicians guide health policy and pathway development
Ensuring wide clinical ownership of policies and pathways so that if problems develop, clinicians who have developed them will sort out the problems
Facilitating multi-disciplinary consensus – but not the lowest common denominator
Engaging users and carers to shape the policies and pathways in partnership with clinicians
Ensuring all work is evidence based taking into account national guidance
Encouraging early adoption of new policies as soon as the evidence allows
Encouraging managers to support and challenge clinicians
TO FULFIL OUR MISSION TO:
Make people’s health and wellbeing better by improving the quality of care and reducing unwarranted variation in services
Role of Clinical Senates
Supporting health economies to improve health outcomes of their
local communities by providing evidence-based clinical advice to
commissioners and providers on major service changes.
They should bring together clinicians and managers, from across
a defined geography, with patients and the public, to put the needs
of patients above those of organisations or professions.
The evolution of Clinical Senates
Source Vision and purpose
NHS England (2014) Clinical Senates Review Process Guidance Notes
As part of the NHS England assurance process, clinical senates will be requested to review a service change proposal against the appropriate key test (clinical evidence base) and the best practice checks that relate to clinical quality.
National Review of Leadership Development and Improvement (July 2015)
As per the Smith Review recommendations, Clinical Senates will work more closely together across each region. This will ensure that the reviews carried out by Clinical Senates are supported most effectively, avoiding potential conflicts of interest, whilst maintaining local clinical engagement.
In Greater Manchester devolution will also have an impact
Proposal to change the footprint of the SCNs across the NW to
align with the North West Coast AHSN and Greater Manchester
AHSN
Leadership & Improvement
Geography
12 senate geographical
areas
North East, north Cumbria,
and the Hambleton &
Richmondshire districts of
North Yorks
Greater
Manchester,
Lancashire
and south
Cumbria
Cheshire &
Mersey
West
Midlands
East
Midlands
South West
Thames Valley
East of
England
Wessex
Yorkshire &
The Humber
South
East
Coast
London
Next Steps
Working with Cheshire & Merseyside SCN, NWCAHSN and
GMAHSN
Continue as much as possible with business as usual
Build on our successes
Any Questions?
The Clinical Senate and the
role of PCP representatives
Professor Donal O’Donoghue
Clinical Senate Chair
Juliette Kumar
Senate Manager
2013 Recruit Chair, Clinical Senate Launch
South Australian Clinical Senate
Experience (established 2003) –
Dr Hendrika Myer
Australian Senates: advice on key areas of reform, planning, quality and safety, integration and co-
ordination of services
2014 Recruit Senate
Council
Group Interviews
Appointed and nominated members
NCAT Dissolved
Early work with Healthier Together –
review of NCAT recommendations
Independent Clinical Review of
Reconfiguration of Stroke Services
Clinical Advice for Better Care Together used as part of NHS England Assurance
2015 Recruit to Senate
Assembly
Development of Senate Council and
Assembly
Development of North Senate System –
Independent Clinical Advice for Healthier
Together
Dermatology Review for Fylde and Wyre
CCG
Deep Dive Workshop with Better Care
Together – providing clinical advice in
design of Population Health Approach
Future Further develop North Senate System
Support Specialised Commissioners
Support Vanguards Support CCGs in
reconfiguration and service change
Our journey….
What’s going
on in the
North?
Well North Sites
Live 1st April 2015
Vanguards (with more tbc)
Prime Ministers Challenge Fund
Bids
Primary Care Infrastructure Supported Bids 2015/16.
Wave 1
Wave 2
• Provide formal clinical advice that would inform complex commissioning decisions
• Act as a honest broker where there are difficult decisions to make and where local
clinicians might be conflicted
• Provide clinical leadership and support to communicate the case for change
• Act as a critical friend as commissioners are tackling issues in developing and
progressing local plans
• Formally offer independent clinical advice that can be used to inform NHS
England's Stage 1 and Stage 2 service change assurance process
What is our offer?
The NHS Constitution commits us to putting people at the
heart of everything we do. Our actions should be based on
the understanding that the NHS puts people first. This
means we will commission, design and deliver care around
the needs and choices of patients, informed by patient
insight and engagement.
Clinical Senate Review Guidance
NHS England (2014)
• strong public and patient engagement;
• consistency with current and prospective need for
patient choice;
• a clear clinical evidence base; and
• support for proposals from clinical commissioners.
Four tests of service change
• Clear articulation of patient and quality benefits
• What will the impact on quality (safety, clinical effectiveness and patient
experience) be if this scheme goes ahead, how will quality be changed, in what
way and by how much?
• Will these proposals deliver real benefits to patients?
• Do the proposals meet the current and future healthcare needs of their patients?
• Do the proposals consider issues of patient access and transport? Is a potential
increase in travel times for patients outweighed by the clinical benefits?
• What is the likely impact on patient groups affected by the plans ?
Best practice checks Clinical Senate review process guidance (2013)
1. Provision of clinical advice for purposes of assurance.
Example: review of recommendations made by NCAT – two PCP representatives provided
input into the review resulting in a recommendation within the report that ‘patient carer
involvement can be improved’
2. Provision of impartial clinical leadership and advice.
Example: BCT, a review of strategy and plans, our PCP representative recommended that
‘the programme leads oversee the on-going participation work with the public (all ages),
staff and other partner organisations’ .
Example: Dermatology review, the PCP representative criticised the lack of patient and
public involvement in the development of the model, this led to plans to achieve this.
How have we involved patient, carer, public
representatives?
3. Clinical advice to commissioners for proposed clinical models, taking a
whole system view.
Example: Review of plans for stroke services in Greater Manchester – inclusion
in review teams and qualitative interview with patient representatives to support
improvements in the patient pathway, i.e. improved psychological support post
discharge
4. Taking a proactive role in identifying topics that impact on the whole
system, and where there is potential to improve clinical outcomes.
The Clinical Senate can review and identify where there may be opportunities
for improvement of health and care systems across the region – our PCP
representatives are involved in these discussions at Council meetings
Group work
• We want to understand how what the best ways of involving PCP in our reviews might be
• We want to provide you with a good experience of being involved with the Clinical Senate
• We want to create a positive environment so that you will get involved again
Your views – Our objectives
• What has been the best experience you have had to date in your role as a PCP representative? (either with the SCN or locally – it doesn’t matter)
• What do you value most in relation to PCP involvement?
• One wish
Questions
• Listen to each other’s stories, values and
wishes
• Note any themes as you hear other’s
stories
• Write up to 3 themes on a flipchart
• Chose someone to feedback
Group work – tasks
Palliative and End of Life Care Network –
patient carer voice
Tony Bonser, Trustee, National Council for Palliative
Care and Dr Susan Salt, Consultant in Palliative
Medicine, Trinity Hospice and Palliative Care Services
But this is who I am…..
I don’t have:
I do have:
Experience
Empathy
Enthusiasm
Understanding
Desire to make a difference
How did it start?
My needs
To express myself
To validate Neil’s life and
death
To make a difference
To feel needed
To progress in bereavement
Barriers
Emotionally drained
Feelings of inferiority
Lack of knowledge
Lack of opportunity
The pathway – for me
How has it worked?
Wrote my feelings
Found my voice
Was listened to
Gained in confidence
Realised the value of non-
professionals
Started to work with NCPC to
promote public involvement.
And to others?
What do we all gain?
•Empowerment
•Control
•Motivation
•Belonging
•Satisfaction
•Better End of Life Care for all
Dr Susan Salt
Greater Manchester Lancashire and South Cumbria Strategic Clinical
Networks
Palliative and End of Life Care Network Clinical Lead (Lancashire and
South Cumbria)
1 3 4 5 2
Last Days of
Life First Days
after Death
1 year/s 1 year/s
Bereavement
Months
The North West End of Life Care Model
Death
Increasing
decline
Weeks
Advancing
Disease
It should include: •A person centered approach to care – involving the person,
and those closest to them in all aspects of their care including
the decision making process around treatment and care
•Open, honest and sensitive communication with the patient and those
important to them
•Care which is coordinated and delivered with kindness and compassion
•The needs of those identified as important to the person to be actively
explored, respected and met as far as possible
•All discussions to follow guidance set within the Mental Capacity Act
(MCA 2005)
Key recommended Training
for health and care staff:
Communication skills
Holistic assessment to include:
physical, psychological,
spiritual and social care
Symptom control
Advance care planning
Caring for carers
Priorities for care of the dying
person
Bereavement support
Mental Capacity Act
The model supports the assessment and planning process for patients from the diagnosis of a life limiting illness or
those who may be frail. The model comprises 5 phases and the Good Practice Guide (overleaf) identifies key
elements of practice within each phase to prompt the assessment process as relevant to each setting.
Supporting the people of the North West to live well before dying with peace and dignity in the place of their choice
End of life care
Is about the individual and those important to them
Is about meeting the supportive and palliative care needs for all those with an advanced progressive incurable illness or frailty, to
live as well as possible until they die’. Support may be needed in the last years, months or days of life.
Ambitions for Palliative and End of Life Care A National Framework for local Action 2015-2020
National Palliative and End of Life Care Partnership (2015)
Each person is seen as an individual
Maximising comfort and
wellbeing
All staff are prepared to care
Care is Coordinated
Each community is prepared to
help
Each person gets fair access to care
I can make the last stage of my life as good as possible because
everyone works together confidently, honestly, and
consistently to help me and the people who are important to me
including my carer (s)
www.endoflifecareambitions.org.uk
Palliative and End of Life Care Network
Work Programme
What is important to me Work Programme Response
To be able to discuss my wishes with informed caring professionals
Advanced Communication skills training
To be able to make informed decisions about my future care
Regional support to the National Dying Matters Campaign (9-15 May 2016)
To be cared for by professionals that can meet my needs Education and Training Special Interest Group (SIG) - competences for palliative and end of life care care
For may care to be seamless across services (home/hospital/community/care home/hospice)
Care Coordination SIG Transforming Care in the Acute Sector SIG Six Steps in Care homes/Domiciliary care Electronic Palliative Care Coordination System (EPaCCS) Unified Do Not Attempt Cardiopulmonary Resuscitation
For my care to be sensitive to my cultural and religious needs
Stories to Change project working with people from minority communities
Evidenced based Care Research and Audit SIG Influenced by data: Voices, deaths in Usual place of Residence
Thank You for listening
The Palliative and End of Life Care Network
CONTACT:
Telephone 01138 255 160
Quality Improvement Programme Lead Kim.wrigley@nhs.net
Quality Improvement Programme Manager Elaine.parkin1@nhs.net
Programme Administrator Denise.woolrich@nhs.net
Clinical Lead Lancashire and South Cumbria - Dr Susan Salt
Clinical Lead Greater Manchester - Dr David Waterman
Morning Workshops and
refreshments available
• Cancer Sullivan Suite
• Mental Health, Learning Disabilities and
Dementia Churchill/Hardy Suite
• Cardiovascular Disease and Neurological
Conditions Shaftesbury/Stanley Suite
• Maternity and Children inc. Child and
Adolescent Mental Health Services
(CAMHS) Gladstone Suite
Mental Health and Dementia Strategic Clinical Networks: update
Maqsood Ahmad Strategic Clinical Networks Manager Mental Health, Dementia and End of Life Care
Maureen Jolayemi Quality Improvement Senior Project Manager (End of life Care and Dementia)
Mental Health and Learning Disabilities
National and Regional Work Priorities:
Supporting regional governance structure; NHS
England North Mental Health and Dementia
Operational Group. Priorities include:
1. CCG Commissioning Leadership Programme
2. Parity of Esteem
Crisis concordat
EIP and IAPT standards
3. Sharing good practice
Voluntary sector leadership programme
Promoting good practice: Trafford model
Greater Manchester Health and Social Care Devolution: MH Board and MH and Dementia
Tackling health inequalities: partnership with third sector: seldom heard groups communities and dementia friends….
Devolution Greater Manchester: MH and Dementia
Learning Disabilities: Fast track plans being developed
Mental Health and Learning Disabilities National and Regional Work Priorities:
Dementia - work priorities and update
The dementia work programme for 2015/2016 is currently being developed.
Four main priority areas:
Local CCG dementia strategy
Individualised clinical pathway
Research
Education and training
Two overarching priorities:
Integration & partnership working
Monitoring & evaluation
Diagnosis rates: The North of England still remains the highest
region for diagnosis rates at 66.4% as at the end of March 2015.
More recent data from April and beyond to be released in
September/October
Post diagnostic Support: ‘simple’ metrics being developed
nationally – both qualitative and quantitative
Investment :
The schools ambassadors youth project is now underway
targeted at young people aged 14 and above
Project will be rolled out across a number of schools in GM
between May to July 2016
The legacy is to produce a toolkit/resource for schools around
the intergenerational agenda for volunteering and raising
awareness around dementia issues by young people.
Thanks you for listening and
questions
Lunch
Introduction to Healthwatch Paul Carroll - Healthwatch Wigan
23 September 2015
What is Healthwatch?
Healthwatch is an organisation that helps
children, young people and adults speak up
about health and social care locally.
Healthwatch England and local
Healthwatch make sure that people who
plan, run and check services:
Find ways to listen to people who use
these services
Think about what people are saying
Use this information to make services
better
http://www.healthwatch.co.uk/
Healthwatch forerunners
• Community health councils (1974-2003)
• Patient and public involvement forums (2003 – 2008)
• Local improvement networks (2008 – 2013)
Healthwatch is the independent consumer champion in health and care, working to gather and represent the views of people who use
health and care services.
69
Why HW is Important
‘We must put citizen and
patient voice absolutely at
the heart of every decision
we take in purchasing,
commissioning and
providing services.’
Tim Kelsey
National Director of Patients
and Information, NHS England
‘The NHS belongs to the people’
70
TRANSFORMING PARTICIPATION
IN HEALTH AND CARE
‘The NHS belongs to us all’
SEPTEMBER 2013
Patients and Information
Directorate, NHS England
Who are Healthwatch Wigan?
Healthwatch Wigan is an independent, non-profit organisation
that was set up in April 2013.
It is governed by a Board of Directors who are all volunteers
supported by a stakeholder board comprising representatives
from amongst local voluntary groups such as Age Concern
We are funded by the Department of Health via a contract
with Wigan Council.
Our mission is to help the citizens and communities of Wigan
Borough to get the best out of local health and social care
services.
How Healthwatch Wigan works
Engagement and consultation – promoting and
supporting the involvement of local people in the
monitoring, commissioning, provision and scrutiny
of local services.
Influence and involvement – obtaining views of
local people about their needs and experiences of
local care services.
Scrutiny and reporting - making reports and
recommendations, influencing local and national
priorities.
NHS advocacy and complaints – we are currently in
the process of taking this area of work on.
Key Activities and Achievements
•Response to Healthier Together
including Transport analysis
•‘An Audience with Roy Lilley’ -
more than 100 people attended
•Patient Transport Survey of nearly
575 patients throughout GM
•Spent over 650 hours listening
directly to the views of more than
2500 local people
Key Activities and Achievements
•Launched a Directory of Health and Social
Care – listing all GPs, pharmacists, dentists
and care providers in the borough
•Launched Enter & View programme – 3 care
homes and the hospital winter programme
•Participating in CCG and local trust PLACE
visits
•Participating in service reviews such as
primary care estate and community nursing
and therapies
•Discharge, discharge, discharge
Why YOU should be interested in
Healthwatch
• “Clinical senates will help Clinical Commissioning Groups (CCGs), Health and Wellbeing Boards (HWBs) and the NHS CB to make the best decisions about healthcare for the populations they represent by providing advice and leadership at a strategic level.” (June 2012 briefing)
• ‘Healthwatch acts as a champion for those who sometimes struggle to be heard’ - Anna Bradley, Chair of Healthwatch England
• Let’s run through the alternatives...
• We’re independent and can link to a wide range of organisations
which represent patient interests
• We can help hold organisations to account
Healthwatch weaknesses
• Finance – HW subject to local authorities passing the funding through (circa £200k in our case). Not all have.
• Representation. Our directors are drawn from all Wigan’s localities but all HW subject to under-representation amongst the young and BME populations.
• Apart from a small staff cohort we’re all volunteers.
• Local impact likely to be varied.
• Our providers/commissioners sometimes forget to ask and sometimes we’re patronised
• ‘All the previous iterations worked only in places where the local CHC or LINk were uncharacteristically well-run, knowledgeable, and, above all, stroppy. The rest failed...’ (The Guardian 29/5/13)
Local Healthwatch Network
http://healthwatchcumbria.co.uk/
http://www.healthwatchblackpool.co.uk/
http://www.healthwatchblackburnwithdarwen.co.uk/
http://healthwatchlancashire.co.uk
www.healthwatchbolton.co.uk
www.healthwatchbury.co.uk
www.healthwatchmanchester.co.uk
www.healthwatcholdham.co.uk
www.healthwatchrochdale.org.uk
www.healthwatchsalford.co.uk
www.healthwatchtameside.co.uk
www.healthwatchtrafford.co.uk
www.healthwatchwigan.org
Local Healthwatch Network - Twitter
South Cumbria & Lancashire
@Healthwatchcumb
@HealthwatchBpl
@Healthwatchbwd
@HW_Lancashire
Greater Manchester @HWBolton
@Healthwatchbury
@healthwatchmcr
@HWOldham
@HWRochdale
@HWSalford
@HWStockport
@HealthwatchTame
@HealthwatchTraf
@HWWigan
Contact details
Wigan Life Centre
The Wiend, Wigan, WN1 1NH Tel: 01942 489737
info@healthwatchwigan.org
www.healthwatchwigan.org
twitter.com/HWWigan
fb.com/healthwatchwigan
Multicultural Arts & Media Centre (MAMC) Providing Skills, Training & Community Cohesion
Engaging BME Community
By: Mohammed Sarwar (CEO-MAMC)
Reg. Charity No: 1037518
81
Brief Introduction to Multicultural Arts and Media Centre (MAMC)
- Rochdale
• Established 1987 – Registered Charity (1037518)
• MAMC works with children, young people, unemployed and elders.
• MAMC Venue – Film & Recording Studio (90 seats)
• MAMC is an Approved Training Centre
through Open Awards since 1999.
Activities: Music Therapy; Leadership Skills, Studio Recording; filming; Arts & Crafts; Employability Skills; Community Involvement; Apprenticeship; Work Placement; Work Club; Arts for Dementia Therapy Network (North West); Community Cohesion Events.
• Supported by Project Funding: Link4Life,
Heywood, Middleton and Rochdale Clinical
Commissioning Group Investment Fund,
Greater Manchester, Lancashire and South
Cumbria Strategic Clinical Network and Senate, Awards4All.
82
Dementia Awareness Project MAMC 2014/2015
83
Dementia Friends Awareness Sessions @MAMC 120 Dementia Friends
Dementia Friends Awareness Session – Honeywell Centre –
Oldham
39 attended
Dementia Friends Awareness Session – Greengate Mosque -
Oldham
27 attended
Launch the Arts For Dementia Therapy Network @MAMC 80 attended
Development Training for the Arts for Dementia Therapy
Network (North West) – Rochdale
15 attended
Development Training for the Arts for Dementia Therapy
Network (North West) - Oldham
25 attended
Dementia Network Meetings @ MAMC 105 attended
Current Membership of the Arts for Dementia Therapy
Network (North West)
77 Members
Music Therapy Sessions 162 attended
Dementia Awareness & Arts Therapy Event @ Heywood Civic Hall 110
Development of Arts for Dementia Therapy Network Website
Total 640
NHS Guiding Principle
NHS Guiding Principle
The guiding principles of the NHS makes it clear,
that embracing and promoting equality and diversity
is crucial to delivering the highest quality service to
the public we serve.
Question:
So, the question is what are we doing or we can do
to engage the BME communities?
84
Our Responsibility
• our responsibility to deliver services
• aware of the number of initiatives and surveys
• inequalities in healthcare
• the policy makers, the commissioners, service providers and
practitioners.
• Tackling inequality
85
Barriers/Engagement for BME
Communities
Barriers identified and faced by the BME communities:
• Lack of knowledge about dementia
• Lack of targeted information for BME groups
• Lack of information on services for BME groups
• Incorrect Diagnosis by GP
• Family expect /expected to care
• Lack of transport & accessible venues
• Language Problems
• Trust in Service Visitors
• Older people not engaged
• Not aware about the relevant services.
86
Barriers/Engagement for BME
Communities
• How are going to deal with it?
87
Recommendations - Engagement for
BME Communities
• Recruiting project staff & volunteers with bi-lingual skills &
community knowledge
• Development of appropriate literature, and also available in
audio and video.
• Engaging older people from BME communities – Strategic
Partnership and Agreements to ensure continuity
• Empower NHS staff through cultural training to help reduce
health inequalities
• Bring health professionals out of their mainstream
premises/offices into the community to meet with BME older
people in local, accessible and trusted venues.
• Consult with BME older people on activities and talk to them
about what challenges they face and work with service providers to
help break down barriers.
88
Recommendations - Engagement for
BME Communities
• BME groups respond more positively to “word of mouth” or
one to one personal promotion as opposed to more
“traditional” poster/leafleting methods
• BME older people are more likely to engage with a project
that has been recommended to them or “legitimised” by a
religious leader or community champion.
• Promote projects through ethnic media and places of worship
i.e.; mosques , gurdwaras, and temples.
• Development and promotion of arts for Dementia, i.e,
bilingual drama, related memory box, etc. to offer
opportunities for BME for social interaction, involvement and
empowerment.
• Develop Volunteer Community Champion programmes.
• Monitor and Measure Impact on regular basis.
Recommendations - Engagement for
BME Communities
One Issue, One Society.
Contact
Email: info@mamc.org.uk
Website: www.mamc.org.uk
Twitter: @mamc_uk
Youtube Channel: youtube.com/c/mamcorguk
M. Sarwar (CEO – MAMC)
07930 306933
Alzheimer’s research
Derek Whitehead MBE, Stroke Carer
Afternoon Workshops and
refreshments available
• Academic Health Science Networks Sullivan
Suite
• Greater Manchester Health and Social Care
Devolution Shaftesbury/Stanley Suite
• Healthier Lancashire Churchill/Hardy Suite
• SCNs and Senate Communications
Gladstone Suite
Academic Health Science Networks
Cara Afzal Programme Development for Health and Implementation
Dr Paul Mackenzie
Programme Manager, Patient Safety Collaborative
Patients, Carers and Public Advisory Group Seminar
Wednesday 23rd September
* Greater Manchester, East Cheshire & East Lancashire
AGENDA
The Academic Health Science Network
‐ Background to Networks ‐ National and Local Priorities of GM AHSN & NWC AHSN ‐ GM AHSN Public Involvement and Engagement Framework
NWC AHSN Patient Safety Collaborative
‐ example of key a area of work
Exercise ‐ Questions: how we better engage and involve the public
WHAT IS THE AHSN?
Created in 2013 in response to Innovation, Health and
Wealth: accelerating adoption and diffusion in the NHS.
Fifteen AHSNs cover the whole of England
AHSNs are autonomous bodies that operate under licence from NHS England
OUR PURPOSE
All AHSNs have programmes of work that seek to:
Focus on the needs of patients and local populations
Build a culture of partnership and collaboration
Speed up adoption of innovation into practice to improve clinical outcomes and patient experience and create wealth
Ref: AHSN Network Priorities 2015/16
WHAT ARE THE NATIONAL AHSN PRIORITIES? Test beds
aoptimisation
Small Business Research Initiative (SBRI)
National Innovation Accelerator
Supporting New Care Models
Patient Safety Collaborative
100,000 Genomes project
Data and informatics
Ref: AHSN Network Priorities 2015/16
0
• Martin Gibson
• Gary Leeming
Research and Informatics
• Linda Magee
• Keith Chantler Industry and
Wealth
• Donal O’Donoghue
• Jane Macdonald
Health and Implementation
LOCAL GM AHSN WORK PROGRAMMES/PRIORITIES
CONTEXT – GM DEVOLUTION
GM as a single NHS entity Alignment of health & wealth Alignment of public sectors agendas
Makes the economics easier Cost effectiveness Service Integration Reactive -> Proactive Health Innovation Manchester
– Public Involvement and Engagement Framework
– Setting up GM AHSN Lay representative group
– National AHSN Public Involvement Leads group
Public Involvement & Engagement
LOCAL NWC AHSN WORK PROGRAMMES
Patients, Carers and Public Advisory Group Seminar - Wednesday 23rd September
Dr Paul Mackenzie Patient Safety Collaborative
Patient Safety Collaborative • Part of a national programme - established and
supported by the 15 AHSNs
• System-wide, locally owned and led, improvement programmes
• Aligns with and other national programmes e.g. Sign Up to Safety
• A partnership – built on the existing strengths of a number of partners
Overarching Principles
• Local engagement - structured quality improvement initiatives leading to change
• Continual improvement enhancing capability in quality and safety
• Local spread of improved outcomes across health and social care
• Networking spreading good practice
National Safety Priorities
Our Agreed Clinical Safety Priorities
• Leadership
• Measurement
• Medicines Optimisation
• Sepsis
• Transition from paediatric to adult care
• Hydration- including Acute Kidney Injury
Progress
Safety culture, leadership and capability
• Developing patient safety network and safety
champions in each organisation
• Developing a PPI strategy in conjunction with all of the NWC AHSN programmes
• Delivered on programmes to develop capability in
Human Factors, Culture & Measurement
• Patient safety leads
• The Q- initiative x 10 people of 5000 nationally
Measurement for improvement :
• Developed a NWC patient safety measurement strategy and dashboard
Progress
Medicines Optimisation :
• Developed a robust framework for the identification, evaluation and adoption of innovation to deliver significant
improvements. Digital tablet tracker, Robotic dispensers. Plus e-learning package for staff managing paediatric care
Hydration :
• Improving fluid management through our Hydrate for Health programme working in partnership with a SME and
Bridgewater Community Healthcare NHS FT. Plus e-learning package for care homes
Progress Sepsis programme: leading on behalf of the 14 AHSN PSCs
• A member of the national educational resource panel chaired by CEO UK Sepsis Trust
• NWC PSC Sepsis clinical advisory group are developing an E-learning package for the care home sector(early
detection and management reducing harms and number
of hospital admissions)
Anticipatory Care Calendar Care Homes
• Reduces crisis admission • Improves pathways of care-access • Helps staff identify changes to the norm • Governance document
• Next steps • Continue roll-out across the region • Add to existing resources • Measure the impact
QUESTIONS
1. How can the AHSN/PSC better engage and involve the public* in order to improve patient care?
2. How can we work in partnership with the public to improve patient care and patient safety?
*The GM AHSN uses the term “Public” as an all-encompassing term which includes: members of the public, carers, service users, patients and young people, and makes a distinction from those who are already actively involved within the sphere of health and social care in a professional capacity.
Exercise
Devolution: A Game Changer Vicky Sharrock
Patient, Carers and Public Advisory Group 23 September
GM Context
GM is now “Officially the Most Exciting Place in the UK!”
The Guardian – Feb 2015
Greater Manchester is to be handed control over the region’s £6bn health budget
LGC – Feb 2015
Manchester's health deal sets trail for other areas Osborne - HSJ
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Our ambition
• A financially self-sustaining city region, sitting at the heart of the Northern Powerhouse, with the size, assets, skilled population and political and economic influence to rival any global city
• Driving sustainable growth across GM, and ensuring that all GM residents are able to contribute to and benefit from that growth
– Creating the conditions for growth by making the best use of our land supply and investing in our infrastructure and assets
– Increasing total productivity by improving the skills base of our population and driving higher levels of business growth
– Helping our citizens to become independent and self-reliant, focusing on person-centre delivery models to provide integrated programmes of support, increasing the proportion of residents in work and helping them to progress through work
• Our priorities are exemplified by the Northern Powerhouse: a strategy that enables empowered City regions to collaborate through greater connectivity, supporting the re-balancing of our national economy
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The public service fiscal challenge
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The challenges: shifting the balance in spending
• Clear from the Summer 2015 Budget that further significant spending reductions are to come through the SR2015 process
• We must align fiscal responsibility with our ambitions to establish a Northern Powerhouse
• Without shifting our approach to spending to tackle the causes of reactive spend, our capacity to reduce total spending on public services will continue to be limited, as will our capacity to invest in growth. ‘Business as usual’ in the way public services operate will simply perpetuate this pattern
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LA public health
£0.2bn
Reform in Greater Manchester
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Greater Manchester Devolution Agreement
Greater Manchester Devolution Agreement settled with Government in November 2014, building on GM Strategy development.
Powers over areas such as transport, planning and housing – and a new elected mayor.
MOU Health and Social Care devolution signed February 2015: NHS England plus the 10 GM councils, 12 Clinical Commissioning Groups and NHS and Foundation Trusts
MoU covers acute care, primary care, community services, mental health services, social care and public health.
To take control of estimated budget of £6 billion from April 2016.
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Health and Social Care Devolution •The overriding purpose of the Memorandum of Understanding is to ensure the greatest and fastest possible improvement to the health and wellbeing of the 2.8 million citizens of Greater Manchester (GM).
•This requires a more integrated approach to the use of the existing health and care resources - around £6bn in 2015/16 - as well as transformational changes in the way in which services are delivered across Greater Manchester.
•Enable us to have a bigger impact, more quickly, on the health, wealth and wellbeing of GM people
•Be more free to respond to what local people want - using their experience and expertise to help change the way we spend the money
•Create more formal collaboration and joint decision making across the region to co-ordinate services to tackle some of the major health, housing, work and other challenges - supporting physical, mental and social wellbeing
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Vision
To ensure the greatest and fastest possible improvement to the health and wellbeing of the 2.8 million citizens of Greater Manchester
Objectives
• Improve the health and wellbeing of all of the residents of Greater Manchester from early age to older people, recognising that this will only be achieved with a focus on the prevention of ill health and the promotion of wellbeing
• Move from having some of the worst health outcomes to having some of the best
• Close the health inequalities gap within GM and between GM and the rest of the UK faster
Benefits
• Enable us to have a bigger impact, more quickly, on the health, wealth and wellbeing of GM people
• Be more free to respond to what local people want - using their experience and expertise to help change the way we spend the money
• Create more formal collaboration and joint decision making across the region to co-ordinate services to tackle some of the major health, housing, work and other challenges - supporting physical, mental and social wellbeing
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Strategic Plan
(Clinical & Financial Sustainability)
Health & Social Care Devolution Programme
Establishing Leadership,
Governance & Accountability
Devolving
Responsibilities and Resources
Partnerships, Engagement and Communications
Early Implementation Priorities
7 Day Access to Primary Care
Public Health place-based agreement major programmes and
early intervention priorities
Academic Health Science System
Healthier Together Decision
Dementia Pilot
Mental Health and Work
Governance
Legislative and Accountability Framework
Workforce Policy Alignment
The GM plan contains the following chapters: • Strategic Plan • Locality and Sector Plans • GM Transformation Proposals
and • Financial Plan and Enablers It is recognised that a large proportion of the other programme areas will feed in to the Strategic Plan at the appropriate point, highlighted to the right
Resources and Finance
Primary Care Transfer
Specialised Services Transfer
Prevention, Self Care and Public Health (Single Unified Public
Health System)
Enablers (Workforce Training, Development and transformation,
Capital and Estates)
CAMHS
Programme approach P
rogr
amm
e A
rea
Wo
rkst
ream
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Patient, Carer & Public Engagement
Change Movement
OD and Leadership Development
Support Services Strategy
Support to Challenged Trusts
Decision Making Mechanisms
Additional work
that feeds the
strategic plan
Other areas of
work
Key chapters of
the strategic plan
Communications and Stakeholder Engagement
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1. Strategic Direction
2. Locality & Sector Plans
3. GM Transformation Proposals
The Strategic Plan will need to set out the vision for the delivery of services within GM and what a sustainable approach would look like. A high level needs assessment will be included by consolidating existing documents and data.
The GM Strategic Plan will provide a framework to ensure the overall level of ambition is achieved and for the development of Locality Plans. Each Locality will produce their own five year Strategic Plan for the five years from 2016/17.
A key component of the Strategic Plan will be to identify new models of care/ strategies across all settings and the transformational programmes required.
Strategic plan
4. Financial Plan & Enablers
A GM Model will be developed that will enable scenario planning for the significant issues around the changes of services that will be required. The GM Model needs to capable of modelling at a strategic level the impact of care models and other options which are developed in the New Models of Care work and also will need to pull together locality and sector plans.
Early Implementation Priorities
• Seven day access to primary care
• Public Health place-based agreement major programmes and early intervention priorities
• Academic Health Science System (AHSS)
• Healthier Together decision
• Dementia Pilot
• Mental Health and Work
• Workforce policy alignment
• CAMHS
Discussion
•What would your ambition for GM devolution be?
•What do you think are the key priorities?
•What do you see your role as a patient, carer and /
or member of the public in a devolved system?
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SCNs and Senate
Communications
John Herring: Network Manager
Paul Armitage: Communications Manager
Workshop Objective
At the end of this workshop the SCN and Senate would like to have an improved understanding and
take away actionable activities to enhance and improve the way the we communicate and engage
with patients, carers and members of the public (online and offline) - from both a corporate and
individual network perspective.
Aim:
“To further increase positive awareness of GMLSC SCN
and its networks and activity among stakeholders and
members, in order to build its reputation as an influential
and effective forum where patients, clinicians and
managers come together on an equal footing to improve
health and health care.”
Communications Strategy
Our Stakeholders • Commissioners (CCGs, Local Authorities, Other
Commissioners)
• Primary Care Providers
• Secondary Care Providers
• NHS England
• Other NHS Organisations
• Professional organisations
• Patients’ and Carers’
• Staff
• Academia
Communications Strategy
Outcomes for Stakeholders and Members:
• Are clear about the role, purpose and activity of GMLSC SCN and its place in the health and social care system
• Are aware of the impact of the SCN’s activity and advice
• Believe in the value of strategic clinical networks
• Believe in the value of GMLSC SCN
• Know how to engage with the SCN – and are keen to do so
• Believe the SCN to be an influential and effective forum where patients, clinicians and managers come together to improve health and health care
• Are committed to their role within the network and how they ‘fit in’ to the bigger picture
• Are reassured that the leadership approach is effective
Communications Strategy
Communications Objectives:
• Build and promote the GMLSC SCN brand and reputation
• Promote and protect the reputation of SCNs in general
• Build effective, reciprocal relationships with stakeholders
• Create an engaged community amongst members and colleagues
• Engage with more members and get current members more actively involved
• Maximise positive and minimise negative media coverage of GMLSC SCN and SCNs in general
• Be a prominent voice in online conversations about health and healthcare improvement – especially in terms of quality, service and outcome variation, strategic healthcare commissioning and innovation - both leading and taking part in on-topic debate
• Create and maintain an innovative, far reaching online presence that is accessible to members and stakeholders and encourages on and offline collaboration
What’s Missing?
Communications Strategy
Current Channels:
What’s Missing?
Channel Strategy
Priorities:
• What (which objectives and outcomes?)
• Where (Which channels)
• Media (What format/s)
• How (What should we be talking about/doing)
How could patients, carers and public could
add value to these communications
channels?
Closing remarks, questions and close
Many thanks for attending, we hope you
enjoyed your day.
We would also like to thank all speakers and
stall holders
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