1

Patient and Public Engagement

at NHS Oldham

Mark DruryAssociate Director – Engagement

and Stakeholder Management

15 minutes of your time

The what, why and how of involving patients and communities –

and how it affects you!

A few words about me

• Marketing/ comms background• Voluntary sector/ sensory

disability• CSIP/NIMHE Mental Health Act

• Not as stupid as I look!

Background

• My post created in January 2009• Driven by World Class Commissioning

Competency 3• Existing post of Patient and Public

Involvement Lead• Work up to this point largely ad hoc• Engagement Plan signed off July 2009

Why

• Accountability

• Increasing expectations

• Reducing inequalities – hard to reach

• User involvement = better outcomes

• WCC, Standards for Better Health etc.

• Legal Compliance – NHS Act etc.

Methodology

• Culture change – aiming for participation

• Core Engagement Team supporting you• Virtual Engagement Group• Whole Engagement Cycle• Grass roots/ community approach

3 Way Focus

• Patient Engagement• Community Engagement• Patient Experience

‘Signature Process’• Mandatory 23 question planning proforma – • clear objectives• avoid duplication/ consultation fatigue• minimise risk/ unintended consequences• ensure constraints are set out• identify shared working opportunities• ensure feedback is given• ensure engagement is logged/evidenced

1.What do we want to learn?

2.Which, if any, commissioning quadrant does this relate to?

3.Which do we want to achieve: Informing, Consulting, Negotiating or Participating? (see Engagement Plan, 3.0)

4.Who do we want to engage?: e.g. patients, carers, specific communities, whole population

5.What, if any, other engagement activities are being planned/undertaken with this target group?

6.What engagement have we already done on this issue?

7.What do we already know about this issue?

8.What existing sources of information exist to provide intelligence on this issue?

9.Is the issue in hand strategic or operational in nature?

10.How contentious is the issue under consultation?

11.What unintended consequences can you envisage arising out of this engagement?

12.What, if any, legal obligations to engage apply?

13.What, if any, expectations exist amongst 3rd parties of our engagement on this?

14.What are the constraints? - i.e. what are the ‘givens’ which those we engage with are unable to influence?

15.What, if any opportunities might exist for engagement in co-operation with partner agencies?

16.What timescales, if any apply for this work and what will be the key milestones?

17.Is there a budget for this engagement? If so, how much and where does it sit?

18.Do you have a preferred methodology in mind?

19.Responsibilities - who will do what and who will lead?

20.Do you envisage any specific action being required to reach equality target groups?

21.How do you propose to feed in results to decision making?

22.How do you propose to feed back to the participants in the engagement?

23.What, if any, support needs do you anticipate in your role in this engagement?

Key Outcomes• Customers feel listened to, and valued -

including those previously ‘seldom heard’• Customers see evidence we have acted on

insights derived from their input • Quality of commissioning decision making

improved by systematic input of customer insights

• Timely feedback received by customers• Patients and communities play an integral

part in decision-making process

Next steps

• Create roles

• Recruit

• Train

• Engage!

Contact

Mark Drury

Associate Director, Engagement and Stakeholder Management

First floor, Ellen House

0161 622 4326

mark.drury@nhs.net