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

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Wo

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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