Communications, engagement and equality and diversity strategy · Equality and Diversity: key achievements 2013-2015 Appendix F Work plan 2015-2017 Notes Communications, engagement

Leeds WestClinical Commissioning Group

Communications, engagement and equality and diversity strategy2015 - 2017

Working together locally to achieve the best health and care

in all our communities

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Contents

Section A

Executive summary

Introduction

Current context

Understanding our audience - our stakeholders

Section B

Communications

Section C

Patient and public engagement

Section D

Equality and diversity

Appendices

Appendix A Mapping our stakeholders

Appendix B Framework for describing a communicating organisation

Appendix C Equality Act 2010

Appendix D Communications and engagement: key achievements 2013-2015

Appendix E Equality and Diversity: key achievements 2013-2015

Appendix F Work plan 2015-2017

Notes

Communications, engagement and equality and diversity strategy 2015 - 2017

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Welcome

“I welcome this revision of the NHS Leeds West Clinical Commissioning Group communication, engagement, equality and diversity strategy. In the document listening to the public in all our communities remains a strong theme. I am pleased to see that we are resourcing such an extensive action plan in 2015-17. And that through the commitment of our staff, we have completed so much of the work we set out to deliver in 2013-14. This has been possible because communication, engagement, equality and diversity are an active part of the job role of all our staff.

I am particularly pleased to support the work our staff are leading to communicate with patients through new media and in easier to read formats. I believe this will make a big difference to the public understanding of the CCG’s role in healthcare. This will support people to make healthy choices contributing to reducing health inequalities across our population.

As we continue to develop our understanding of excellence in co-production I look forward to meaningful engagement with our diverse communities in all our commissioning activities and decisions.”

Angie Pullen 2015

from Angie Pullen, Governing Body Lay Member, Patient and Public Involvement

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Executive summary

Patient and public engagement, good communications and equality and diversity are a priority for NHS Leeds West Clinical Commissioning Group (CCG). We want our CCG to have a reputation of having a real understanding of what matters to our patients, our local communities and our member practices.

Communications, engagement and consideration for equality and diversity all play a key role in making sure that we make our commissioning decisions in the most informed and effective way.

Our communications, engagement and equality and diversity strategy and supporting action plan sets out a clear and consistent approach to external and internal communications and engagement with all our stakeholders. It describes our communications, engagement and equality aims and objectives to support the organisation’s overall priorities, and it outlines how we communicate and engage with all communities, our member practices and our staff.

Its main focus is to ensure that we have robust systems and processes in place to communicate and engage with all these audiences. The strategy is aligned to the CCG’s clinical commissioning strategy and organisational development plan.

The activities outlined comply with legislation and with locally agreed assurance processes.

We have six key objectives and a supporting action plan that includes timescales for delivery; the action plan is included in the appendices.

This strategy was first produced in 2012 and previously refreshed in July 2013.

Section A


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Introduction

BackgroundNHS Leeds West CCG is made up of 37 GP practices in the west and parts of outer north west and south west Leeds. We are one of three CCGs in Leeds and are the largest, covering a population of around 350,000 people. Our population extends from some of the most affluent neighbourhoods of Leeds to some of the most deprived. Our aim is to be a high performing organisation commissioning the quality healthcare services that our population demands, and for our practices to deliver excellent primary care services that patients want.

Day-to-day communication and engagement with patients, carers and the public creates a lasting impression about our organisation. Everyone who is connected to the organisation shares a responsibility to ensure that the impression they leave is a good one.

The CCG has recently refreshed its operational plan and this strategy and action plan has been updated to reflect this. It demonstrates our commitment to ensure that patients, carers and all our communities are at the centre of our plans and proposals.

We recognise how important it is to embed equality and diversity principles into all our work. We aim to listen and respond to, and communicate effectively with, all our diverse communities and our workforce. Because of this, we have integrated equality and diversity into our communications and engagement strategy for 2015-17.

We will continue to review and update the action plan details to include specific, measurable areas of work. Our achievement against our objectives for the previous communications and engagement 2013 to

first quarter 2015 are highlighted in brief at Appendix D.

Our key achievements during 2013-2015 in relation to equality and diversity are highlighted in Appendix E.

Our vision and aims The vision for NHS Leeds West Clinical Commissioning Group is:

‘Working together locally to achieve the best health and care in all our communities.’

Our vision and aims were developed following involvement with staff, the public, patients and other stakeholders:

• We will ensure that local people are at the centre of our commissioning decisions.

• We will commission services based on what we would want for our own families and friends.

• We will commission services which are the best possible value for money.

• We will work in collaboration with our partners to make sure we achieve the best possible health and care for all our communities.

• We will be an organisation where our staff are valued and where everyone counts.

Our operational plan and objectives Our operational plan establishes the framework against which the CCG prioritises its activities, co-ordinates its resources and measures success. It sets out the health challenges we face and the priorities we need to address.

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Our strategic objectives:

1 Priority health goals To tackle the biggest health challenges in west Leeds, reducing health inequalities.

2 Quality and safety To transform care and drive continuous improvement in quality and safety.

3 Best use of resources To ensure that commissioning resources are used effectively.

4 Organisational development To work with members to meet their obligations as clinical commissioners at practice level, and to have the best developed workforce that we possibly can

The strategic objective to tackle the biggest health challenges in west Leeds is central to the CCG’s purpose.

Our primary care improvement strategyOur primary care improvement strategy is incorporated into our operational plan, as we want to work with our primary care providers to ensure that they can deliver high quality, accessible services that meet our overall strategic objectives.

Stakeholder is the term used to describe a wide range of people who have a differing level of interest and influence in the work that we do for example patients, carers, etc.

Purpose of this documentThe purpose of this document is to set out a clear and consistent approach to communications and engagement with all our stakeholders. It also outlines the functional, legislative and local contexts we need to work in, ensuring that we actively communicate, engage and involve our stakeholders. This document should be read alongside the following CCG strategies and plans:

• Clinical commissioning strategy 2013-2016

• Operational plan 2015-2016

• CCG Constitution

• CCG primary care improvement strategy

and

• Leeds Joint Strategic Needs Assessment (JSNA)

• Transforming Participation (NHS England 2013)

• NHS Five Year Forward View

• Francis Report Action Plan

Our aims for communications, engagement and equality and diversity This communications, engagement and equality and diversity strategy aims to support the CCG to deliver its overall strategic objectives. It will do this by:

• continuing to embed a clear and consistent communications and engagement approach to support the CCG to achieve our vision, aims and corporate objectives, and to position the organisation as a leader of the NHS

• continually developing effective structures and mechanisms for meaningful and sustainable communication and engagement with key stakeholders, members, partners, patients, the public and local community groups, GP practices and CCG staff;

• ensuring that the views, comments and opinions of all our diverse patients, carers, the public and our local communities are embedded into the commissioning cycle;

• making it easy for people to access information about health and healthcare, and that such information is available to all; and

• promoting collaborative working arrangements across the city to maintain a positive perception of the NHS.


Current context

Health and Social Care Act The Health and Social Care Act 2012 sets out the Government’s long-term plans for the future of the NHS. It is built on the key principles of the NHS - a comprehensive service, available to all, free at the point of use, based on need, not ability to pay.

It sets out how the NHS will: • put patients at the heart of everything it does;

• focus on improving those things that really matter to patients; and

• empower and liberate clinicians to innovate, with the freedom to focus on improving healthcare services

Under the 2012 Act, the responsibility for commissioning health services shifted to local groups of clinicians by establishing GP-led clinical commissioning groups.

Statutory duties

Under the Act we have a statutory duty to involve users whether directly or through representatives (whether by being consulted or provided with information, or other ways) in:

• planning the provision of services

• the development and consideration of proposals for changes in the way services are provided, and

• decisions to be made affecting the operation of services

Additionally, NHS organisations have a duty under Section 244 of the Act to consult the local Scrutiny Board (Health) on any proposal for “substantial development or variation of the health services.”

Our member practices The CCG is led by GPs who work with a range of health and social care professionals, such as hospital and community doctors and nurses, and community, voluntary and faith sector organisations, to develop and deliver the best health services. Clinicians also lead service redesign that is in the public’s best interest and is based on clinical evidence, local need and on the opinions and experience of patients and the public.

Our member practices want to ensure that the voices of our population are heard in our commissioning decisions. They are also committed to involving patients in making decisions about their own healthcare at GP practice level.

We will continue to involve and engage our members by easy to access, timely and accurate two-way communication about commissioning local health services, and the CCG’s extended access to primary care scheme. We will also support member practices with communications and engagement actions needed to implement the Prime Minister’s Challenge Fund Wave 2 award.

Equality Act 2010 Public Sector Equality DutyThe Public Sector Equality Duty requires public bodies to consider all individuals when they carry out their day to day work, such as shaping policy, designing, commissioning and delivering services and in relation to their own employees. It makes it a legal requirement for the public to understand, and be able to evidence, how different people will be affected by their activities, so that their policies and services, for example, are appropriate and accessible to all and meet different people’s needs.

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We will ensure that we meet the equality duty in relation to all our responsibilities as a CCG. In addition, we will ensure that all our communication and engagement activities meet the needs of all our diverse communities, our members and staff.

NHS ConstitutionThe NHS Constitution is enshrined in law and we are committed to upholding its rights and pledges and to delivering against its standards. The NHS Constitution reaffirms the values and principles of the NHS setting out the rights that patients and staff can expect and reinforces the responsibilities that individuals need to undertake. We have a responsibility to make sure that people are aware of the NHS Constitution so it can be enforced, and to ensure its values and principles are reflected in services.

Patient ChoiceThe NHS Constitution has established patients’ rights to make choices about the services they receive and access to information to support that choice. Our action plan has mechanisms in place to gather insight from patients; for example, though GP patient reference groups and our community involvement network. We will use feedback gained from patient and public engagement and work with our member practices to develop more ways of promoting choice to our patients.

HealthwatchHealthwatch Leeds’ role is to ensure that the views and feedback from patients and carers are an integral part of local commissioning across health and social care. This includes providing information about local care services.

Regulatory standardsThere are regulatory standards around communications and engagement that require

the NHS to publish a range of information. This includes information about the Freedom of Information Act, and the Use of Resources (UOR) (formerly known as the Auditors Local Evaluation or ALE) and the NHS Promotion Code.

The NHS Promotion Code was introduced in 2008 to set standards and monitor marketing and promotional activity undertaken by the NHS or organisations marketing NHS services. These standards are monitored to ensure that accurate, fair and value for money promotion is undertaken. As statutory NHS bodies, this is a responsibility of clinical commissioning groups.

Leeds Inspiring Change ProgrammeInspiring Change is the Leeds wide transformation programme to reshape and redesign health and social care pathways for people in Leeds. The focus of this programme is:

• supporting healthy living;

• proactive support for those at risk of poor health;

• improving support for those with long term conditions;

• integrating health and social care services;

• reshaping emergency, urgent care pathways; and

• reshaping elective care services.

West Yorkshire Healthy FuturesWest Yorkshire Healthy Futures is a programme run by the 10 CCGs in West Yorkshire and NHS Harrogate and Rural Districts CCG to reshape how cancer, stroke, paediatric and urgent care services are provided to these populations.

NHS Operating Framework Everyone Counts: Planning for Patients 2014/15 to 2018/19The Operating Framework outlines that the need for good systematic engagement with


staff, patients and the public is essential so that service delivery and change is taken forward with the local people actively involved. Patients and staff provide us with essential insight into the quality of services.

Joint strategic needs assessment (JSNA)The JSNA is used to help identify the health, wellbeing needs and inequalities of our local population. It outlines the current needs of people living in the city, and contains a range of information for NHS organisations and the local authority to consider when looking at current and future service developments. Our stakeholder list and the mechanisms to communicate with different groups included in this strategy take the JSNA profile for NHS Leeds West CCG into account.

The JSNA is a live document constantly being interrogated for information and used to identify different groups.

Working with our partners NHS Leeds West CCG is one of three CCGs in Leeds. Locally based commissioning groups bring many advantages, but the CCGs also recognise the importance of joint working. The communications and engagement strategy and supporting action plan reflects the need to work together on citywide projects.

BrandingThe NHS brand is one of the most well-known and trusted, and NHS organisations are expected to uphold and protect the governance regulations around its use. There are comprehensive guidelines for all communications and engagement work that NHS organisations, or anyone working on their behalf, must follow.

Information standardsThe CCG always aims to provide information in a style that is easy to understand, and tests it with a reader group before it is published. We also have an in-house style guide to help staff. We will always aim to make information available in a range of formats and languages should it be needed. NHS England has recently published an Accessible Information Standard guidebook and if there is any guidance that we are not currently meeting, then we will put this in place.

Our responsibilitiesAs a statutory NHS body, we are responsible for:

• building and protecting the reputation of the local NHS

• building relationships with stakeholders, staff, public, patient, carers, partners and the media

• branding and identity

• ensuring patients and the public are involved in commissioning health services

• ensuring consultation and engagement around service changes and developments is carried out and reported within the legal requirements.

• processes to handle complaints, both about our own activities and for complaints escalated to us in our role as commissioner

• providing different ways in which patients, carers, stakeholders, staff and the public can share their views

• reporting on involvement in our annual report and hold a public annual meeting

• having due regard to the findings from our local Healthwatch

• having regard to the NHS Constitution in carrying out our functions, and promote awareness of the NHS Constitution

• publishing information about who we have engaged with and what the outcomes were

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• crisis communications planning and preparedness

• ensuring that information for patients is appropriate and timely

• responding to parliamentary questions and other statutory requests for information

• promoting patient choice

• promote each patient’s involvement in decisions about their care

• engaging our patients and public in planning and developing our annual business plan

• having robust arrangements for involving a range of professionals in developing and designing local services

As well as helping us to meet our statutory requirements; communications, engagement and equality and diversity are important to our day to day work. For example:

• Involving patients in decisions about their own health and care has the potential for them to have better health outcomes, reduce unnecessary consultations and improve their experience of services

• By developing ideas and proposals with patients and the public at the start, we can increase our ability to manage risk and deliver difficult service changes successfully

• People’s views and feedback can help us decide how to make the best use of the money available

• Understanding patients’ experience can help us to identify any inefficiencies or poor service and so put plans in place to improve those services

• Engaging with people to improve their lifestyle choices and encouraging them to use services appropriately can help manage demand for services

• Engaging with communities can help tackle health inequalities and support behaviour change. The more informed people are means that they have more realistic expectations and a more positive perception of local services.


Understanding our audience - our stakeholders

Stakeholders are people, groups or organisations that have an interest in, or can be affected by, our work. To communicate effectively and efficiently, we need to understand who our stakeholders are in terms of their influence and their interests. A stakeholder grid shows how to map stakeholders onto a power, influence and interest chart depending on a project and their interest in a particular project. A stakeholder map identifies our stakeholder groups and the communications channels we use for each of these groups. For each communications and engagement activity, this list will be used to map their relative influence and interest to enable focused and targeted work. The stakeholder grid and map can be found at Appendix A.

The stakeholder map shows our main stakeholders and their communications priorities. It also sets out broad primary areas of interest, although we will need to consider these on a project by project basis.

Our objectives • Build credibility and trust in NHS Leeds

West CCG so that we establish a reputation with key partners, members, stakeholders, patients and the public as a high performing, responsive organisation.

• Build continuous and meaningful engagement with the public, patients and carers, using robust and effective mechanisms to gather their opinions, feedback and experience to influence and support us in making service change decisions and drive quality improvements through commissioning and contracting.

• Provide support for, and advice on, communications, engagement and equality

and diversity for member practices with a particular focus on enhanced primary care services and the Prime Minister’s Challenge Fund 2 award.

• Ensure all healthcare services commissioned by the CCG are accessible to our diverse communities and are designed and delivered to improve health outcomes, reduce inequalities and improve patient experience.

• Lead and advise on communications and engagement projects that are linked to Inspiring Change, the Leeds-wide transformation programme, and Healthy Futures, the West Yorkshire CCG’s transformation programme

• Provide accessible information and guidance to assist local people to make healthy choices and make effective and efficient use of NHS resources.

Our guiding principles for communications • be clear, open, honest, consistent and

accountable

• use plain language appropriate for all audiences

• be equally accessible to all

• give clear, accurate and consistent messages, linked to our vision and values

• encourage and support good two-way communication and engagement with all audiences (internal and external)

• be planned, timely, targeted and proportionate

• provide cost effective, high quality information making the best use of our resources

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• ensure everyone in the CCG is aware that communication and engagement is everyone’s responsibility and skills will be shared and developed

• use best practice methods and share knowledge with other NHS organisations and partners where appropriate

• build on existing insight and knowledge of communication and engagement techniques

• innovate and be responsive to change

Our guiding principles for patient, carer and public involvement • engage on things that are important to

people

• provide sufficient information

• engage the right stakeholders

• choose the right format and use channels and mechanisms that work

• treat as an equal partner

• build trust

• agree terms of engagement and be clear

• manage expectations

• provide support to overcome barriers to people’s involvement

• listen, encourage feedback and act on it

• be accountable and feedback to stakeholders

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Section B

Communications

‘The Communicating Organisation: using communications to support the development of high-performing organisations’(Department of Health, 2009)

It is vital that we develop excellent communications and engagement skills and processes to enable us to mature into a successful organisation.

The Communicating Organisation published by the Department of Health, affirms that NHS organisations that are good at communicating will have four core attributes.

These are:

• An excellent understanding of the brand

• Excellence in planning, managing and evaluating communication

• Leadership support for communication

• Communication as a core competency

High performing organisations apply these attributes across the following four perspectives:

• Societal - how the NHS is perceived as a whole at national and local levels

• Corporate - how communications operates within each organisation at the level of strategy setting

• Service user and stakeholder - an understanding of how patients and the public experience the NHS locally

• Functional - the way in which communications strategies and programmes are put into operation. (Appendix B)

Everyone in the CCG - our clinicians, staff and support staff - has a key role in promoting the CCG, the services we commission and to raise

awareness of campaigns and initiatives. We need to ensure that we continue to work closely together and that everyone is well informed. We also need to carry on developing and improving our two way communications systems so that everyone understands that we are all responsible for proactive and positive communications and engagement.

This will help everyone to:

• understand what our priorities are and the part they play in achieving those priorities

• understand the impact of change or development on patients and the public, as well as their own roles

• understand the importance of patient experience, and patient and public involvement in helping to shape health services

• inform the communications and engagement team of any contact with patient groups, the voluntary sector, or any other group with an interest in patients to ensure that we capture all engagement work

• share best practice examples including applying for national awards

• identify examples of success that could be included in newsletters and/or the local media as well as trade press

• raise media issues and refer media enquiries to the communications team.

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Communications methodsMedia relationsWe already have good relationships with the local media and we will continue to develop these by proactively sending updates and news to local journalists, the trade press and local community publications. Our spokespeople are clinicians and managers who have had appropriate media training. We will continue to monitor the press each day for national and local health stories, which may impact or affect our reputation and issue any rebuttals if and when, appropriate.

WebsiteOur website was redesigned and re-launched in September 2014, using the latest responsive design principles making it easier to access information on tablet and mobiles device as well as desktop computers.

Our website is an important communications tool for the CCG, and we will actively steer people to this by making the best use of search engines and links and referrals from other sites, including Twitter and Facebook.

We will update and refresh the content regularly to encourage repeat visits and ensure the content is relevant, informing and up to date.

Social mediaWe have an active Twitter account and we regularly tweet appropriate comments and links to articles and sections of our website, and any other sources of information locally or nationally.

We aim to maintain a balance between social tweets, such as public health messages, campaigns and re-tweets and the more strategic messages about our work. We will evaluate how we engage through our Twitter activity in more detail over the next year.

As well as a Twitter profile, we have also set up a Facebook page and we will focus on growing and developing a Facebook following. We will

make use of the inbuilt analytics in Facebook to maximise its use and reach.

Feedback provided by patients, the public and stakeholders through social media channels will be fed into the broader patient and public involvement work at the CCG, and used to inform the commissioning cycle.

Video The CCG launched a YouTube channel in 2014 and we are using videos for people to tell the CCG about their experiences as patients, and to support our public engagement and involvement work. We also use videos to explain more about some of our initiatives. For example we created an animation to show how the medicines management team has been working with residents in care homes.

Face-to-faceWe have good face-to-face communications with stakeholders, patients and the public through engagement meetings, formal partnership meetings, presentations to key groups and attending relevant local public events. We will seek to maintain and build on this. We hold internal meetings with staff, and host meetings for key stakeholders such as local councillors.

NewslettersWe issue a weekly e-bulletin for staff and member practices, and a quarterly newsletter is sent to partners and subscribers. The content is targeted to the relevant audiences.

Surveys and questionnairesOne of the main and most effective methods that we use to gather feedback is by using surveys and questionnaires both online and in printed format. We have, and will continue to seek, support from community organisations to help ensure that responses are representative of our local population.


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Printed materialsWe produce a range of information leaflets and publicity posters which are widely distributed to promote services, invite people to give their feedback or explain ways in which they can get involved. We produce the annual report and accounts and other documents to promote the CCG’s achievements and future plans. These will be produced in summary form, where appropriate to ensure they are accessible. All printed materials can be made available in other formats, including Braille, Easy Read and audio as well as translated into other languages where required and appropriate to ensure they reach all audiences.

Campaigns and programmesWe create campaigns and communications programmes to promote key messages or major initiatives, such as developments in primary care or to support service developments and consultations.


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Section C

Patient and public engagement

Involving patients and the public in developing and evaluating health services is integral to everything we do if we are to have excellent services that meet local people’s needs. As a commissioner of healthcare services our responsibility is to ensure that our local communities have the opportunity to be fully engaged in the decisions we take.

Communications activities, as outlined in the previous section, will support engagement to ensure that patient and public views are taken into account in developing both the strategic plans and services. As the CCG was becoming established, we engaged with some of our patient groups to agree our aims for patient and public involvement. These are to:

• put patients at the heart of everything we do

• commission high quality services by consistently involving people in their planning, evaluation and improvement

• ensure clear and accountable functions for our Patient Assurance Group (PAG)

• support the development of local patient reference groups

• ensure that involvement is representative of all our communities

• share and build on best practice across Leeds and our involvement work will be consistent with all our partners

Patient Assurance Group We have established a patient assurance group and their role is to assure the appropriate level of patient and public involvement and engagement in commissioning proposals. Membership is made up of people from our member practice reference groups, and there is a recruitment process to enlist new members to this panel.

Community Involvement Network We have established a community involvement network of local people who want to become involved with the CCG, understand more about our work, receive regular information, and attend meetings and focus groups to give their views.

Involving patients and the publicWe will continue to involve people in a whole range of work from developing our business plan and prioritising commissioning plans, to making improvements to the pathways of care that people may receive from their health services. This will help us to:

• ensure the NHS locally provides high quality services and a better patient experience;

• make difficult decisions and set priorities for healthcare that are right first time;

• have a better understanding of the problems faced by patients and how we can find solutions to those problems; and

• provide more support for people to manage their own health better.

We use a wide variety of means to ensure patients and communities inform decisions at all stages of the commissioning cycle (figure 1). Patient, carer and public involvement will continue to be embedded in the culture of the organisation so no service change or development is undertaken without the appropriate level of involvement.

Patients and the public are integral to the commissioning cycle which begins with engagement with our patients and communities. We must capture patients’ experiences of services and we must be able to show how the views and opinions of local people have informed and influenced our decision making.

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Patient Leader ProgrammeThe role of the patient leader is to ensure that the voice of patients, carers and the public is taken into consideration when decisions are made that affect patient care. We spend a lot of time talking to patients about the care they and their families receive. The feedback we receive is shared with the commissioners and clinicians responsible for making strategic decisions. Until now, assurance that the feedback has been considered by commissioning teams has been limited. By recruiting patient leaders to sit on steering groups we are ensuring that objective lay representatives are present throughout the commissioning process.


Figure 1: The commissioning cycle

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In the strategic planning stages we will:

• recruit a patient leader to oversee the process;

• engage communities in identifying health needs and aspirations;

• engage the public in decisions about priorities and strategies; and

• use information gathered about patient experience to inform planning.

When specifying outcomes and procuring services we will:• involve our patient leader in the process;

• engage patients in service design and improvement;

• give patients a role in procurement and contracting; and

• embed an open and transparent procurement process for wider audiences.

When managing demand and performance we will:• involve a patient leader in the process

• actively seek patient feedback by including it as a requirement in every contract;

• ensure patients play a role in ongoing monitoring and performance management; and

• monitor feedback on services through our patient reference groups, social networking sites, opinion-led services such as NHS Choices and Patient Opinion, surveys and other feedback mechanisms.

As a citywide partner, we will work with our colleagues in other health and social care organisations, the local authority, public services and the third sector to make the best use of our resources. Wherever possible, we will tap into existing networks and opportunities to involve local people. We will work collaboratively with our partner CCGs and the local authority to share insight and information on patient views and preferences.

We will listen to community leaders and third sector representatives and act on their suggestions to increase involvement of people from a wide range of diverse cultures and communities.

Patient experience We have a responsibility under the Health and Social Care Act to monitor patient experience and consider this in our proposals and planning.

Sources of patient experience include:• Patient Advice and Liaison Service (PALS)

• Friends and Family Test

• complaints, compliments and concerns

• issues raised by third parties and patient advocates (eg carers, third sector, MP letters, local elected members)

• media coverage online surveys and social media (eg Patient Opinion, NHS Choices, Facebook, Twitter)

• national patient survey and GP practice survey results

• Leeds Citizen’s panel

• engagement work with patients, carers, public and other stakeholders

• patient reference groups

• individual interviews and focus groups

• videos and patient diaries

• research that we directly commission


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Section D

Equality and diversity

Equality and diversity is about our commitment to be inclusive, fair and equitable to all our patients, carers, communities and staff. It is about listening and responding to all our diverse communities. Equality and diversity for our CCG is about how and what we procure and commission, how we engage and communicate with our patients, carers and communities, how we communicate, listen to, treat and engage with our staff and how we hold our providers to account to ensure services are personal, fair and diverse.

Equality and diversity for us is about people being central to our work. We recognise that if we integrate the principles of equality within our organisation, this will ultimately contribute to improving health outcomes, reducing health inequalities, improving access and patient experience for all and our communities.

The Equality Act 2010 introduced Public Sector Equality Duties for nine protected characteristics, often referred to as equality groups or protected groups. The protected characteristics are:

• Race• Sex• Age• Disability• Gender reassignment• Religion or belief• Sexual orientation • Pregnancy and maternity• Marriage and civil partnership.

In addition to the groups protected by the Equality Act 2010 we also proactively consider other vulnerable groups and seldom heard groups.

Appendix C provides a brief overview of the Equality Act 2010 Public Sector Equality Duty and definitions of the protected characteristics.

The NHS Equality Delivery System The NHS Equality Delivery System (EDS) is a toolkit that helps NHS organisations improve the services they commission or provide for their local communities, consider health inequalities in their locality and provide better working environments, free of discrimination, for those who work in the NHS. It is based on four goals, with 18 specific outcomes. As part of the EDS process, NHS organisations engage with their patients, local voluntary organisations and their staff in order to grade their equality performance, identify where improvements can be made and act on their findings.

The EDS has 18 outcomes, grouped under four goals:1. Better health outcomes for all

2. Improved patient access and experience

3. Empowered, engaged and included staff

4. Inclusive leadership at all levels

The EDS applies to all NHS organisations and also helps organisations to evidence compliance with the requirements of the Equality Act 2010.

How does the NHS Equality Delivery System work?Each year NHS organisations gather evidence of their activities and outcomes that contribute to the EDS 18 outcomes, making particular reference to the groups protected by the Equality Act 2010 - Race, Sex, Age, Disability, Sexual Orientation, Gender Assignment, Religion or Belief, Pregnancy and Maternity and Marriage and Civil Partnership.

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NHS Equality Delivery System AssessmentEach year, based on transparency and evidence, NHS organisations, following an initial self assessment, agree with local interest groups, through constructive discussion, one of four grades for each outcome.

The four grades are:

Leeds NHS Equality Advisory Panel Members of the Leeds NHS Equality Advisory Panel work as “critical friends”, assessing evidence of equality and diversity performance using the EDS framework, identifying priorities against equality objectives and monitoring progress in meeting those objectives. Representatives from the Leeds NHS Equality Advisory Panel provide useful “community voice” evidence, which support the effective commissioning of local services with improved access and experience for all local people including protected groups, vulnerable groups and seldom heard communities.

A citywide NHS approach to equalityWe signed up to and published the Leeds NHS citywide equality objectives, developed in partnership with all NHS provider trusts in Leeds and through engagement with the Leeds NHS Equality Advisory Panel. We continue to work with NHS organisations is Leeds to collate evidence and monitor progress.

We are also members of:• the Leeds NHS Equality Forum, working

with NHS organisations in Leeds to improve health inequalities including a focus on the commissioning and provision of healthcare;

• the Leeds Equality Network, bringing together statutory organisations across Leeds to ensure a fair and inclusive society for people in the city;

• the West Yorkshire Trans Equality Partnership Group, established to look at how we could work across the public sector to improve services for the transgender community; and

• the Yorkshire and Humber Regional Equality Leads Network.

Equality Impact AssessmentsAs a mechanism to enable us to evidence that we have given “due regard” to the equality groups protected by the Equality Act 2010, we have developed an equality impact assessment toolkit, produced guidance on when to carry one out and included the requirement to carry out an equality impact assessment with our Governing Body Template and all other relevant decision making processes.

Ongoing assistance, support and guidance is provided to staff carrying out equality impact assessments and regular briefing sessions are delivered.

Healthcare Providers Compliance with Equality Act 2010We are keen to ensure our healthcare providers are compliant with the Equality Act 2010 and have developed and established a system to monitor their equality performance and provide assurance for us that they are making progress each year.

Excelling

Achieving

Developed

Undeveloped


p24

Appendix A

Mapping stakeholders onto a Power /Influence chart

Stakeholders are people, groups or organisations that are interested in or can be affected by our work. To be successful, we need to engage with the right stakeholders at the right time. The power and influence of our stakeholders will vary depending on the work we are doing. A power and influence interest chart is a grid that is used to map stakeholders according to their power/influence on a project, and their interest in the project. Where stakeholders have been positioned on the matrix helps to plan an appropriate approach to dealing with that stakeholder group.

There may be some individuals who do not appear to be very interested in a project in its early stages, but the organisation would like them to be. Plans need to be in place from the outset to get these stakeholders engaged and interested.

Power and influence chart

High power

Low power

Low impact High interest

Satisfy

Opinion formers. Keep them satisfied with what is happening and review your analysis of their position regularly.

Monitor

This group may be ignored if time and resources are stretched.

Manage

Key stakeholders who should be fully engaged through full communication and consultation.

Inform

Patients often fall into this category. It may be helpful to take steps to increase their influence by organising them into groups or taking active consultative work.


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p32

Appendix C

Equality Act 2010

As a statutory body with responsibility for commissioning local health and wellbeing services we are required to meet the Public Sector Equality Duty, as outlined in the Equality Act 2010. This requires public sector bodies to work proactively to identify inequalities affecting their service users and staff and take steps to remove these inequalities rather than simply respond to any individual who raises a concern or complaint. The general legal duties are to:

• eliminate unlawful discrimination, harassment and victimisation and other conduct prohibited by the Act;

• advance equality of opportunity between people who share a protected characteristic and those who do not; and

• foster good relations between people who share a protected characteristic and those who do not.

Having due regard to the need to advance equality of opportunity involves considering the need to;

• remove or minimise disadvantages suffered by people due to their protected characteristics;

• take steps to meet the needs of people with certain protected characteristics where these are different from the needs of other people; and

• encourage people with certain protected characteristics to participate in public life or in other activities where their participation is disproportionately low.

The Equality Act 2010 also includes specific duties for public sector bodies to:

• publish equality information annually, demonstrating how they have met the general public sector equality duties in regard to both the workforce (organisations with 150+ staff) and the population; and

• prepare and publish one or more equality objectives, at least every four years.

Definitions of Equality Act 2010 protected characteristics

The Equality Act 2010 identified nine ‘protected characteristics’.

Age Where this is referred to, it refers to a person belonging to a particular age (e.g. 32 year olds) or range of ages (e.g. 18 - 30 year olds).

Disability A person has a disability if s/he has a physical or mental impairment which has a substantial and long-term adverse effect on that person’s ability to carry out normal day-to-day activities.

Gender reassignment The process of transitioning from one gender to another.

Marriage and civil partnership Marriage is defined as a ‘union between a man and a woman’. Same-sex couples can have their relationships legally recognised as ‘civil partnerships’. Civil partners must be treated the same as married couples on a wide range of legal matters.

p33

Pregnancy and maternity Pregnancy is the condition of being pregnant or expecting a baby. Maternity refers to the period after the birth, and is linked to maternity leave in the employment context. In the non-work context, protection against maternity discrimination is for 26 weeks after giving birth, and this includes treating a woman unfavourably because she is breastfeeding.

Race Refers to the protected characteristic of Race. It refers to a group of people defined by their race, colour, and nationality (including citizenship) ethnic or national origins.

Religion and belief Religion has the meaning usually given to it but belief includes religious and philosophical beliefs including lack of belief (e.g. Atheism). Generally, a belief should affect your life choices or the way you live for it to be included in the definition.

Sex A man or a woman.

Sexual orientation Whether a person’s sexual attraction is towards their own sex, the opposite sex or to both sexes.

Source: Equality and Human Rights Commission (http://www.equalityhumanrights.com/advice-and-guidance/new-equality-act-guidance/protected-characteristics-definitions)


Style and editorial guide produced

Processes in place to co-ordinate local activity with MPs, councillors and other opinion formers.

Regular meetings with Healthwatch: Patient Voices Healthwatch rep is a member of CCG patient assurance group.

National case studies published: Good practice in patient engagement to develop CCG vision Children’s hospital DVD Medication review in care homes - Doris DVD Preceptee nurse programme

Network e-bulletin to be extended to become a quarterly stakeholder newsletter

Schedule of six monthly stakeholder meetings in leaders diaries; last August 2014; not held Feb / March because of pre-election period

Media training for new GB members; refresher training for execs

Press releases issued and published; press enquiries responded to within requested timescale

Establish new media monitoring systems, consider a Leeds-wide approach

Communications, engagement and promotional marketing plans to support practice based health champions; patient to sit on procurement panel

Communications, engagement and promotional marketing plans to support local authority public health campaigns in primary care

•Fluvaccination

•DryJanuary

•Cancerawarenesscampaigns

•Stopsmoking/smokefree

•Safeguardingadults/children

•andmarketsupportforwinterpressures:radioads,posters,informationleaflets

Communications and marketing plan to support initiative to reduce emergency asthmas admissions for children and young people in Leeds west Communications plan in place Engagement plan delivered

Student welfare: marketing campaign and selfie competition

Health and wellbeing information booklet produced Communications manager member of Health partnership forum

New mobile friendly website

Refresh social media guidance Facebook and Twitter used regularly, monthly monitoring reports

Annual report and accounts published in line with statutory requirements

Staff directory updated

Successful staff awards event

Publishannualreviewofcommunications,engagementandE&D

March 2014

March 2013 and ongoing

January 2014 November 2013

July 2013 August 2014 October 2014 January 2015

September 2014

On-going

March 2013; refresher March 2015

Ongoing

September 2014

May to June 2014

August to December 2014 January2014&2015

November to December 2014

September 2014 November 2014 - Jan 2015

September -

October 2014 September 2014

Updated May 2014 and in continuous development

August 2014

July 2014

September 2014

March 2015

July 2014

p34

Appendix D

Completed actions from Communications and Engagement Strategy 2013-2015

Objective 1Build credibility and trust in NHS Leeds West CCG so that we can establish a reputation with partners, opinion formers, patients, the public, member practices and staff

Communications and Engagement Objectives Communications and Engagement Objectives Completed

Database of stakeholders mapped to including areas of interest and most appropriate methods of communication recorded

Engagement team part of Leeds City Council Children and Families Voice meetings / event

Gypsy and traveller project to improve access to primary care

Leeds City Council LGBT event

Facilitated deaf and hard of hearing engagement event

Involve patients and public in setting / agreeing commissioning priorities; deliberative event held

Patient leaders programme established

CCG assured that appropriate level of patient / public involvement has beenundertaken;quarterlyreportscommunications,engagementandE&Dproduced for SMT

Programme of training for PAG, PRG and network members

Audit of PRGs for training needs Anti coagulation service redesign Comprehensive engagement and communications plan developed. Good response from patients Report published, shared with commissioners Improved services redesigned, based on patient feedback

ENT, Audiology and ophthalmology services redesign: comprehensive engagement and communications plan developed. Good response from patients. Report published, shared with commissioners Improved services redesigned, based on patient feedback

Chronic pain pathway: comprehensive engagement and communications plan developed. Good response from patients. Report published, shared with commissioners. Improved services redesigned, based on patient feedback

Community dermatology redesign: comprehensive engagement and communications plan developed Good response from patients Report published, shared with commissioners. Improved services redesigned, based on patient feedback

End of life / single point of access: comprehensive engagement and communications plan developed. Good response from patients. Report published, shared with commissioners .Improved services redesigned, based on patient feedback

Engagement with children to understand their hospital experience Gather children’s experiences of hospital services by asking them to use pictures Produce DVD to help other children understand.

Medication review in care homes Improved services redesigned, based on patient involvement and experience (commissioning cycle). Comprehensive engagement and communications plan developed. Good response from patients. Report published, shared with commissioners .Improved services redesigned, based on patient feedback DVD produced using Doris character

Established 2012 and ongoing

Established summer 2014

July 2014

September 2014

March 2015

First quarter April - June

2013 and ongoing

PAG away day June

2014

Summer 2014

Completed April 2014

Project steering group at

LTHT September 2014

August to October 2014

End July to October 2014

April to June 2013

Stakeholder event September 2014

Full project complete by September 2014

January to February 2014


Objective 2Build continuous and meaningful engagement with regulators, public, patients and carers and third sector organisations to influence and support us in our commissioning decision making process


p36

Communications plan to support the locality development sessions

Attendance at events Active involvement in shaping local commissioning through workshops; outcomes fed back to commissioning team

Communications support and marketing materials produced to support enhanced primary care scheme

Scribble Live trialled in practices approved to procure

Programme to attend PRGs established to attend all PRGs in one year

Communications support for Citywide nursing conferences; conferences evaluated well

By request: facilitation support for individual GP practice PRGs experiencing difficulties

Patient experience strategy developed and approved by clinical senate

Patient Insight Group established to deliver patient experience strategy

Systems to gather patient experience in practice agreed at clinical commissioning committee to be tested with practices:

iPads in pilot GP sites QuestionnairesandcommentboxesinallGPsites

Online feedback forms on CCG website

Social media (Twitter)

Patient Opinion - monitored

Revised reports from PALS

Produce Friends and Family test feedback forms for primary care

Feedback gathered via patient engagement activities and shared as per objective 2

Complaints process in place

Ongoing and as needed

Ongoing and as needed

January - February 2015

October 2014

Begun summer 2014

October 2013 September 2014

Summer 2014

January 2013

January 2013

May 2013

June - July 2014 August 2013

August 2013

January 2014

Ongoing

Summer 2014

December 2014

April 2013

Objective 3Ensure that member practices feel fully informed on the work of the CCG. GP member practices are supported to be ambassadors for LWCCG and an advocate for their patients

Objective 4Establish robust and effective mechanisms to gather all patient feedback. To include patient experience, compliments comments and complaints and ensure that all of these are handled appropriately



p38

Appendix E

Equality and Diversity

Key Achievements 2013 - 2015

We have made good progress in relation to equality and diversity throughout 2013 to 2015 and will continue to build on our successes. Some of our key achievements include:

• signing up to the Leeds NHS Citywide Equality Objectives;

• using the NHS Equality Delivery System (EDS) framework to gather evidence to support us to meet the public sector equality duty and embed equality within our organisation. In respect of this, our 2014 assessment of grades for the 18 outcomes of the EDS showed that we had made good progress with many grades moving from amber to green;

• publishing our evidence for compliance with the Equality Act 2010 Public Sector Equality Duty;

• becoming members of a number of local and regional Equality Networks; including the Leeds NHS Equality Forum, the Leeds Equality Network, the West Yorkshire Trans Equality Steering Group, and the Yorkshire and Humber Regional Equality Leads Network;

• in partnership with all NHS organisations in Leeds we continue to co-ordinate the work of the Leeds NHS Equality Advisory Panel and have attended two showcase events and two assessment panel events;

• establishing and implementing systems to help us monitor healthcare providers compliance with the Equality Act 2010;

• developing a new equality impact assessment toolkit, producing guidance on when to carry one out and revising the reference to the requirement to carry out an equality impact assessment within the Governing Body Template and all other relevant decision making processes;

• establishing a regular monthly update, included in our staff newsletter, about forthcoming religious celebrations;

• recruiting an Equality and Diversity Champion and establishing the Leeds CCG Equality and Diversity Steering Group;

• working with Leeds City Council, West Yorkshire Police, Leeds NHS organisations and the third sector we contributed to the planning and delivery of the Leeds LGB and T Challenge Event;

• reviewingandrevisingtheequalityrelatedrequirementswithinourAQPprocessandcarryingoutassessments of tenders submitted for numerous healthcare services we commission;

• contributing to the development of an easy to understand guide on transgender awareness for staff and training that was delivered in 2014; and

• developing and delivering a number of face to face training sessions, which aim to increase understanding of the Public Sector Equality Duty and how it relates to the NHS, consider practically how we can evidence due regard in relation to commissioning and increase understanding of the health inequalities experienced by Equality Act protected groups


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Exec

Dire

ctor

of

Fina

nce

Hea

d of

Cor

pora

te

July

201

5

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

July

201

5

July

201

6

July

201

7

Befo

re e

nd

Sept

embe

r ea

ch y

ear

Ong

oing

Ong

oing

New

web

site

in p

lace

A

ugus

t 20

14 a

nd

regu

larly

upd

ated

Ong

oing

Syst

ems

in p

lace

Targ

et m

et

Plan

ned

for

July

20

15


p42

At

leas

t on

e pa

rliam

enta

ry v

isit

or n

atio

nal c

ase

stud

ies

a ye

ar

Staf

f in

duct

ion

proc

ess

in p

lace

for

new

mem

bers

of

sta

ff

Proc

ess

in p

lace

for

man

agin

g M

P le

tter

s

Esta

blis

h co

mm

unic

atio

ns a

nd e

ngag

emen

t ac

tiviti

es

and

deve

lop

plan

s w

here

app

ropr

iate

to

supp

ort

com

mis

sion

ing

prio

ritie

s

Med

ia m

onito

ring

loca

l and

nat

iona

l pre

ss

Esta

blis

h cl

ose

wor

king

with

oth

er C

CG

s in

Lee

ds

whe

re a

ppro

pria

te t

o sh

are

reso

urce

s an

d de

liver

C

ityw

ide

proj

ects

CC

G s

usta

inab

ility

pro

ject

– c

omm

unic

atio

ns p

lan

Cel

ebra

te s

ucce

ss b

y en

terin

g re

gion

al a

nd n

atio

nal

awar

ds a

s ap

prop

riate

.

Rais

e th

e pr

ofile

of

the

CC

G a

t na

tiona

l eve

nts

and

conf

eren

ces

Org

anis

e at

leas

t tw

o al

l sta

ff a

way

day

s ea

ch y

ear

Org

anis

e on

e st

aff

cele

brat

ion

or a

war

ds e

vent

eac

h ye

ar

CC

G h

as a

rep

utat

ion

as a

hig

h pe

rfor

min

g an

d re

spon

sive

org

anis

atio

n

CC

G h

as a

ful

ly in

form

ed w

orkf

orce

Mee

ts s

tatu

tory

gui

danc

e

All

stak

ehol

ders

hav

e ac

cura

te, t

imel

y in

form

atio

n

CC

G a

war

e of

pro

activ

e m

edia

cov

erag

e

CC

G a

war

e of

neg

ativ

e m

edia

cov

erag

e an

d ta

ke

oppo

rtun

ity t

o re

but

whe

re a

ppro

pria

te

Mon

itor

natio

nal s

torie

s fo

r op

port

unity

to

resp

ond

with

loca

l cas

e st

udy/

stor

y

CC

G d

emon

stra

tes

best

use

of

reso

urce

s

CC

G d

emon

stra

tes

best

use

of

reso

urce

s:

Redu

ced

prin

t, a

nd u

tility

cos

ts.

Redu

ce w

aste

, gre

ater

rec

yclin

g

CC

G h

as a

rep

utat

ion

as a

hig

h pe

rfor

min

g an

d re

spon

sive

org

anis

atio

n

CC

G h

as a

ful

ly in

form

ed w

orkf

orce

.

Staf

f re

cogn

ised

for

the

ir va

luab

le w

ork

Com

mun

icat

ions

Com

mun

icat

ions

Wor

kfor

ce le

ad

Exec

offi

ce

Com

mun

icat

ions

, en

gage

men

t

Com

mis

sion

ing

team

s

Com

mun

icat

ions

Com

mun

icat

ions

and

en

gage

men

t

Hea

d of

Pla

nnin

g /

Com

mun

icat

ions

Com

mun

icat

ions

All

CC

G

OD

lead

/ C

omm

unic

atio

ns

By e

nd e

ach

year

20

15-1

7

By e

nd 2

016

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

As

rele

vant

Bi a

nnua

lly

Ann

ually

(Mar

ch

2016

)

Proc

ess

/ inf

orm

atio

n in

pla

ce

Trac

ker

syst

em

esta

blis

hed

Stat

us p

roce

ss

esta

blis

hed

Med

ia m

onito

ring

syst

em in

pla

ce;

subc

ontr

acte

d to

ot

her

Leed

s C

CG

s

Ong

oing

Com

mun

icat

ions

pl

an p

rodu

ced

Ong

oing

Act

ion

Ou

tco

mes

Lead

Tim

esca

les

Stat

us

/ Pr

og

ress


Mai

ntai

n an

d im

prov

e in

tern

al c

omm

unic

atio

ns

chan

nels

bas

ed o

n st

aff

and

CC

G m

embe

rs n

eeds

Incr

ease

sta

ff a

nd m

embe

r en

gage

men

t w

ith

e-bu

lletin

by

look

ing

at c

hang

ing

form

at/c

onte

nt s

tyle

Wor

k w

ith lo

cal a

utho

rity,

oth

er C

CG

and

pro

vide

r co

mm

unic

atio

ns t

eam

s to

dev

elop

a c

omm

unic

atio

ns

plan

to

supp

ort

EPRR

in L

eeds

Wor

k w

ith C

CG

prim

ary

care

tea

m t

o de

velo

p G

P m

embe

r co

mm

unic

atio

ns p

lan

to s

uppo

rt E

PRR

in

Leed

s

Publ

ish

annu

al r

evie

w o

f C

EED

bas

ed o

n ea

sy-r

ead

quar

terly

rev

iew

s pr

oduc

ed

Exec

utiv

e di

rect

or le

ads

mon

thly

tea

m b

rief

Wee

kly

e-bu

lletin

with

incr

ease

d re

ader

ship

Com

mun

icat

ions

pla

n in

pla

ce t

hat

mee

ts N

HS

core

se

rvic

es s

tand

ards

for

EPP

R

Com

mun

icat

ions

pla

n in

pla

ce t

hat

mee

ts N

HS

core

se

rvic

es s

tand

ards

for

EPP

R

Dem

onst

rate

tha

t C

EED

tea

m h

as d

eliv

ered

aga

inst

th

e st

rate

gy

Com

mun

icat

ions

Com

mun

icat

ions

Com

mun

icat

ions

Com

mun

icat

ions

Com

mun

icat

ions

Mon

thly

Wee

kly

July

201

5

Aug

ust

2015

July

eac

h ye

ar

2015

-17

Syst

ems

in p

lace

Initi

al m

eetin

g ta

ken

plac

e

NH

S Le

eds

Nor

th

CC

G is

city

wid

e le

ad

p44

2 B

uild

co

nti

nu

ou

s an

d m

ean

ing

ful e

ng

agem

ent

wit

h r

egu

lato

rs, p

ub

lic, p

atie

nts

an

d c

arer

s an

d t

hir

d s

ecto

r o

rgan

isat

ion

s to

in

flu

ence

an

d s

up

po

rt u

s in

ou

r co

mm

issi

on

ing

dec

isio

n m

akin

g p

roce

ss

Mai

ntai

n pa

tient

ass

uran

ce g

roup

(PA

G),

mem

bers

hip

com

pris

ed o

f pa

tient

ref

eren

ce g

roup

mem

bers

ch

aire

d by

layp

erso

n fo

r PP

I

Iden

tify

and

map

all

stak

ehol

ders

to

asce

rtai

n le

vel o

f in

form

atio

n an

d in

volv

emen

t ne

eded

.G

ap a

naly

sis

unde

rtak

en t

o as

cert

ain

whe

re f

utur

e en

gage

men

t w

ork

is r

equi

red

Incr

ease

mem

bers

hip

of c

omm

unity

invo

lvem

ent

netw

ork

Dev

elop

and

mai

ntai

n da

taba

se, b

reak

ing

dow

n by

st

akeh

olde

rs a

nd t

heir

area

of

inte

rest

Esta

blis

h pr

ogra

mm

e of

mee

tings

to

enga

ge w

ith lo

cal

com

mun

ities

and

gro

ups

PAG

giv

es a

ssur

ance

bac

k to

CC

G t

hat

appr

opria

te

leve

l of

enga

gem

ent

/ inv

olve

men

t ta

kes

plac

e.

Ass

uran

ce o

n PP

I to

be e

mbe

dded

into

all

CC

G

com

mis

sion

ing

prop

osal

s

Scru

tiny

is a

ssur

ed t

hat

appr

opria

te le

vel o

f en

gage

men

t / i

nvol

vem

ent

take

s pl

ace.

Hea

lthw

atch

ass

ured

app

ropr

iate

leve

l of

enga

gem

ent

/ inv

olve

men

t ta

kes

plac

e

Iden

tified

gro

ups

rece

ive

the

appr

opria

te le

vel o

f co

mm

unic

atio

n an

d ar

e in

volv

ed in

the

wor

k of

the

C

CG

.

Stak

ehol

ders

fee

l inf

orm

ed a

nd h

ave

the

oppo

rtun

ity

to in

fluen

ce c

omm

issi

onin

g de

cisi

ons

Com

mis

sion

hig

h qu

ality

ser

vice

s by

con

sist

ently

in

volv

ing

peop

le in

the

ir pl

anni

ng, e

valu

atio

n an

d im

prov

emen

t

Mor

e pe

ople

aw

are

of C

CG

and

its

wor

k

Stak

ehol

ders

fee

l inf

orm

ed

Stak

ehol

ders

tar

gete

d w

ith a

ppro

pria

te in

form

atio

n

Iden

tified

gro

ups

rece

ive

the

appr

opria

te le

vel o

f co

mm

unic

atio

n an

d ar

e in

volv

ed in

the

wor

k of

the

CC

G.

Stak

ehol

ders

fee

l inf

orm

ed a

nd h

ave

the

oppo

rtun

ity

to in

fluen

ce c

omm

issi

onin

g de

cisi

ons

Com

miss

ion

high

qua

lity

serv

ices

by

cons

isten

tly in

volv

ing

peop

le in

thei

r pla

nnin

g, e

valu

atio

n an

d im

prov

emen

t

Enga

gem

ent

/ PPI

G

over

ning

Bod

y m

embe

r

Enga

gem

ent

Enga

gem

ent

Enga

gem

ent

Enga

gem

ent

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Mem

bers

hip

revi

ewed

ann

ually

Nex

t re

view

due

Aut

umn

2015

Ong

oing

Mem

bers

hip

is

cont

inui

ng t

o in

crea

se

Look

ing

to u

se

My

NH

S da

taba

se

inst

ead

of C

CG

–

impl

emen

tatio

n de

laye

d du

e to

issu

es

uplo

adin

g da

ta

Mee

tings

to

be

arra

nged

whe

re

appr

opria

te w

ith

a sp

ecifi

c fo

cus

or

rela

ting

to a

pro

ject

Act

ion

Ou

tco

mes

Lead

Tim

esca

les

Stat

us

/ Pr

og

ress


Esta

blis

h co

mm

unic

atio

ns s

yste

ms

and

even

ts t

o en

gage

with

our

sel

dom

hea

rd g

roup

s Li

sten

to

com

mun

ity le

ader

s an

d th

ird s

ecto

r re

pres

enta

tives

and

use

exi

stin

g co

mm

unity

, vol

unta

ry

and

faith

net

wor

ks

Repr

esen

tativ

es o

f V

CF

sect

or t

o ac

t as

adv

ocat

es f

or

hard

pre

ssed

/ vu

lner

able

gro

up.

Eng

agem

ent

and

com

mun

icat

ions

pla

ns t

o su

ppor

t se

rvic

e ch

ange

/red

esig

n in

line

with

CC

G

com

mis

sion

ing

prio

ritie

s

Ensu

re t

hat

third

sec

tor

is c

omm

issi

oned

or

cont

ract

ed

to d

eliv

er in

volv

emen

t in

an

effe

ctiv

e an

d ef

ficie

nt w

ay

(eg

LIP,

VA

L)

Dev

elop

ass

et-b

ased

eng

agem

ent

and

use

to e

ngag

e w

ith a

nd in

volv

e se

ldom

hea

rd g

roup

s to

dev

elop

in

sigh

t th

at

will

info

rm c

omm

issi

onin

g de

cisi

ons

Invo

lve

patie

nts

and

publ

ic in

set

ting

/ agr

eein

g an

nual

co

mm

issi

onin

g pr

iorit

ies

Ensu

re a

co-

prod

uctio

n ap

proa

ch t

o se

rvic

e de

velo

pmen

t an

d ca

mpa

ign

wor

k

Wor

k w

ith p

atie

nts

and

care

rs t

o pl

an a

nd r

evie

w

cam

paig

ns a

imed

at

them

to

ensu

re t

hey

are

appr

opria

te, t

imel

y, a

nd p

rodu

ced

in t

he r

ight

la

ngua

ges

and

acce

ssib

le f

orm

ats

Net

wor

k of

com

mun

ity, V

CF

lead

ers

esta

blis

hed

and

mee

tings

con

vene

d w

here

app

ropr

iate

Peop

le a

re e

ngag

ed in

way

s th

at a

re a

ppro

pria

te t

o th

em a

nd t

heir

circ

umst

ance

s

Stak

ehol

ders

fee

l inf

orm

ed a

nd h

ave

the

oppo

rtun

ity

to in

fluen

ce c

omm

issi

onin

g de

cisi

ons

Com

mis

sion

hig

h qu

ality

ser

vice

s by

con

sist

ently

in

volv

ing

peop

le in

the

ir pl

anni

ng, e

valu

atio

n an

d im

prov

emen

t

Peop

le a

re e

ngag

ed in

way

s th

at a

re a

ppro

pria

te t

o th

em a

nd t

heir

circ

umst

ance

s

Peop

le a

re e

ngag

ed in

way

s th

at a

re a

ppro

pria

te t

o th

em a

nd t

heir

circ

umst

ance

s

Ann

ual d

elib

erat

ive

even

t

Mec

hani

sms

to f

eed

back

to

patie

nts

and

publ

ic o

n de

cisi

ons

mad

e

Plan

s ar

e de

velo

ped

by p

atie

nts,

pub

lic, c

linic

ians

and

m

anag

ers

wor

king

tog

ethe

r

Patie

nt le

ader

s ar

e re

crui

ted

to p

roje

ct s

teer

ing

grou

ps

Patie

nts

assu

re t

hat

info

rmat

ion

is r

elev

ant

and

easy

to

unde

rsta

nd

Enga

gem

ent

Enga

gem

ent

&

Com

mun

icat

ions

Com

mun

icat

ions

(le

ad b

y N

HS

Leed

s So

uth

and

East

CC

G)

Enga

gem

ent

Com

mun

icat

ions

, en

gage

men

t

Stra

tegy

and

co

mm

issi

onin

g te

am

Com

mun

icat

ions

, en

gage

men

t,

Com

mun

icat

ions

, en

gage

men

t,

Ong

oing

As

requ

ired

May

201

5

To d

iscu

ss o

utco

mes

of

pilo

t by

oth

er

Leed

s C

CG

s

By e

nd M

arch

eac

h ye

ar 2

015-

2017

Ong

oing

Ong

oing

Link

s m

ade

with

co

mm

uniti

es f

or

exam

ple,

via

loca

l au

thor

ity,

advo

cate

s su

ch a

s G

ATE

, un

iver

sity

stu

dent

un

ion

etc

As

requ

ired

Com

plet

e

Tria

lled

by o

ther

Le

eds

CC

Gs

Mar

ch 2

105

even

t he

ld

To m

eet

requ

irem

ents

of

com

mis

sion

ing

and

stra

tegy

tea

m

Proj

ects

und

erw

ay (i

e br

east

dia

gnos

tics;

fo

llow

ups

)

Ong

oing

p46

Be o

pen

and

hone

st a

bout

the

issu

es w

e fa

ce a

nd

clea

rly c

omm

unic

ate

how

we’

ve in

volv

ed p

eopl

e

whe

n de

cidi

ng h

ow t

o be

st m

eet

thes

e ch

alle

nges

Esta

blis

h an

d gr

ow P

atie

nt L

eade

rs p

rogr

amm

e;

prov

ide

supp

ort

and

trai

ning

for

lead

ers

Dev

elop

cle

ar m

echa

nism

s fo

r ga

ther

ing

patie

nt

expe

rienc

e in

form

atio

n, in

clud

ing

enga

gem

ent

and

soci

al m

arke

ting

tech

niqu

es t

o ga

in t

rue

insi

ght

Ensu

re p

ract

ices

und

erst

and

thei

r ro

le in

fac

ilita

ting

the

invo

lvem

ent

of p

atie

nts

in c

omm

issi

onin

g de

cisi

ons

and

gath

erin

g in

sigh

t an

d fe

edba

ck o

n be

half

of t

he C

CG

Wor

k w

ith L

eeds

Hea

lth a

nd A

dult

Soci

al C

are

Scru

tiny

Boar

d to

iden

tify

pote

ntia

l ser

vice

cha

nge

at

an e

arly

sta

ge a

nd e

nsur

e en

gage

men

t is

und

erta

ken

in li

ne w

ith lo

cal p

roce

ss

Und

erta

ke e

qual

ity im

pact

ass

essm

ents

on

all

com

mis

sion

ing

and

invo

lvem

ent

activ

ity a

nd a

ddre

ss

any

ineq

ualit

ies

Seek

opp

ortu

nitie

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Patie

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Web

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team

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Stat

us

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ress


p52

4 En

sure

all

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care

ser

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s co

mm

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y th

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are

acc

essi

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r d

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to im

pro

ve h

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es, r

edu

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equ

alit

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imp

rove

pat

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per

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NH

S Eq

ualit

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Syst

em (E

DS)

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bed

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Usi

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DS

and

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form

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tem

s,

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Eq

ualit

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ct 2

010

Publ

ic S

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r Eq

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tinue

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perf

orm

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man

age

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City

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igne

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lf of

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part

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hip

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s th

e he

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ds

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ence

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late

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es a

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ally

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anal

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rmat

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nt in

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lan/

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d w

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tegi

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tect

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roup

s/ v

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rabl

e gr

oups

/ sel

dom

hea

rd g

roup

s an

d id

entifi

catio

n of

are

as

for e

qual

ity im

prov

emen

t tha

t sho

uld

be re

flect

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embe

dded

with

in th

e or

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satio

n

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ence

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lect

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olla

ted

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how

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plia

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lic S

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r Eq

ualit

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uty

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lishe

d on

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CC

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te

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s W

est

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com

plia

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ith t

he E

qual

ity A

ct

2010

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lic S

ecto

r Eq

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oved

per

form

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r on

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ss L

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alth

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t co

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epre

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n on

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alf

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n th

e Le

eds

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S Eq

ualit

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ads

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m

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iew

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n of

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HS

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lity

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eed

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n of

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ds N

HS

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lity

Ass

essm

ent

Pane

l

Equa

lity

Lead

CC

G E

qual

ity le

ads

CC

G /

Equa

lity

lead

Equa

lity

lead

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mun

icat

ions

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lity

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lity

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lead

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ecem

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Act

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Ou

tco

mes

Lead

Tim

esca

les

Stat

us

/ Pr

og

ress

Communications, engagement and equality and diversity strategy 2015 - 2017 p53

Prov

ide

lead

ersh

ip, f

acili

tatio

n an

d co

-ord

inat

ion

on

beha

lf of

the

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G in

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part

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to

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mm

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re

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, bus

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sses

, pol

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t, s

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and

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ts in

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Dev

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nsur

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ct a

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alys

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data

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plai

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user

exp

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to

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rfor

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echa

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incl

uded

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acts

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HS

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sts

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Sec

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lity

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labo

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ualit

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Impr

oved

out

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pr

otec

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he E

qual

ity A

ct 2

010

in a

dditi

on t

o ot

her

vuln

erab

le a

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eldo

m h

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mun

ities

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rese

ntat

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f of

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n th

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k

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ual t

hem

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Equa

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bedd

ed in

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rele

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elat

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rote

cted

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ups,

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nera

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grou

ps

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om h

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gro

ups.

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lity

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emon

stra

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‘due

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sulti

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ser

vice

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ppro

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Incr

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Equ

ality

Impa

ct A

sses

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ts

com

plet

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Impr

oved

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ality

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g, w

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will

ena

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iden

tifica

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of a

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iffer

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erie

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m s

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prov

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utur

e co

mm

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Equa

lity

perf

orm

ance

mon

itorin

g b

uilt

into

co

ntra

ctin

g an

d pe

rfor

man

ce m

anag

emen

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su

ppor

t se

rvic

e im

prov

emen

ts

Equa

lity

lead

Equa

lity

lead

CC

G s

taff

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lity

lead

C

CG

sta

ff

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lity

lead

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lity

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ager

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lity

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d of

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trac

ts

Qua

lity

man

ager

Ann

ually

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oing

-

Bi-m

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ly

2015

/16

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oing

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oing

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uary

201

6

Febr

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7

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oing

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oing

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Ong

oing

p54

Impl

emen

t m

echa

nism

s to

ens

ure

all c

omm

issi

oned

he

alth

care

ser

vice

pro

vide

rs a

re c

ompl

iant

with

the

re

quire

men

ts o

f th

e Eq

ualit

y A

ct 2

010

Prov

ide

Equa

lity

and

Div

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all s

taff

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Incr

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ses,

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part

icul

ar w

ith t

he L

esbi

an, G

ay, B

isex

ual a

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rans

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GB&

T)c

omm

unity

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you

nger

peo

ple

Wor

k cl

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y w

ith t

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sec

tor

orga

nisa

tions

, pa

rtic

ular

ly t

hose

who

wor

k w

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rote

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ups,

vu

lner

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ups

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ups

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Cha

ir Le

eds

CC

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qual

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Div

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teer

ing

Gro

up m

eetin

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ork

colla

bora

tivel

y w

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qual

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ually

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ove

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grat

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qual

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rsity

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pmen

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tient

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ance

Gro

up t

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ise

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Lea

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w t

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corp

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ir co

mm

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le

LGB&

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mm

unity

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have

gre

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port

unity

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ulne

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Posi

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ually

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ress


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G c

olle

ague

s in

rel

atio

n to

eq

ualit

y an

d di

vers

ity a

nd e

mpl

oym

ent

Impl

emen

tatio

n of

the

NH

S W

orkf

orce

Rac

e Eq

ualit

y St

anda

rd in

par

tner

ship

with

wor

kfor

ce c

olle

ague

s

All

tend

ers

subm

itted

mee

t th

e re

quire

men

ts in

re

latio

n to

equ

ality

in re

spec

t of

ser

vice

del

iver

y an

d em

ploy

men

t

Effe

ctiv

e in

tern

al a

nd e

xter

nal p

rom

otio

n of

equ

ality

an

d di

vers

ity

CC

G s

taff

are

tre

ated

in a

fai

r an

d eq

uita

ble

way

and

pr

ovid

ed w

ith e

qual

ity o

f op

port

unity

Impr

oved

per

form

ance

evi

denc

ed in

sta

ff s

urve

y

Base

line

data

col

lect

ed d

emon

stra

tes

year

on

year

im

prov

ed p

erfo

rman

ce a

gain

st t

he 9

NH

S W

RES

indi

cato

rs

Equa

lity

lead

Hea

d of

Con

trac

ts

Equa

lity

lead

Com

mun

icat

ions

Equa

lity

lead

Wor

kfor

ce le

ad

Equa

lity

lead

Wor

kfor

ce le

ad

Ong

oing

as

requ

ired

Ong

oing

Ong

oing

Ann

ually

June

/ Ju

ly 2

015

Ann

ually

Ong

oing

Ong

oing

Ong

oing

Ong

oing

p56

5 Le

ad a

nd

ad

vise

on

co

mm

un

icat

ion

s an

d e

ng

agem

ent

pro

ject

s th

at a

re li

nke

d t

o In

spir

ing

Ch

ang

e, t

he

Leed

s-w

ide

tran

sfo

rmat

ion

pro

gra

mm

e, H

ealt

hy

Futu

res,

th

e W

est

York

shir

e C

CG

’s t

ran

sfo

rmat

ion

pro

gra

mm

e, a

nd

th

e jo

int

Leed

s H

ealt

h

and

Wel

lbei

ng

Str

ateg

y

CC

G a

mem

ber

of c

ityw

ide

tran

sfor

mat

ion

com

mun

icat

ions

and

eng

agem

ent

grou

p

Lead

on

prod

ucin

g co

mm

unic

atio

ns a

nd e

ngag

emen

t pl

ans

/ pat

ient

invo

lvem

ent

in r

edes

igni

ng t

hose

se

rvic

es t

hat

are

led

by N

HS

Leed

s W

est

CC

G

Shar

e de

tails

of

com

mun

icat

ions

and

eng

agem

ent

activ

ity w

ith T

rans

form

atio

n te

am a

nd e

nsur

e in

volv

emen

t / s

uppo

rt f

rom

tea

m w

hen

appr

opria

te

Syst

ems

in p

lace

to

casc

ade

mes

sage

s fr

om c

entr

al

Tran

sfor

mat

ion

Boar

d to

ens

ure

mem

bers

sta

ff u

p to

da

te w

ith d

evel

opm

ents

Shar

e pa

tient

and

pub

lic e

ngag

emen

t da

ta g

athe

red

to h

elp

iden

tify

any

gaps

; pla

n sh

ared

add

ition

al

enga

gem

ent

wor

k w

ith L

A/ C

CG

s

Wor

k w

ith c

omm

unic

atio

ns ]a

nd e

ngag

emen

t co

lleag

ues

acro

ss p

rovi

ders

, com

mis

sion

ers

and

loca

l au

thor

ityt

ore

fres

hH

&W

Bst

rate

gyf

orL

eeds

and

re

leva

nt c

omm

unic

atio

ns

Shar

e re

leva

nt a

ppro

pria

te p

atie

nt a

nd p

ublic

en

gage

men

t da

ta w

ith W

est

York

s H

ealth

y Fu

ture

s in

itiat

ive

to s

uppo

rt p

rogr

amm

es a

nd a

void

dup

licat

ion

Syst

ems

in p

lace

to

casc

ade

mes

sage

s to

sta

ff a

nd

mem

bers

abo

ut W

est

York

s w

ide

initi

ativ

es a

nd

deve

lopm

ents

Com

mun

icat

ions

and

eng

agem

ent

plan

s fo

r al

l ac

tivity

und

er t

rans

form

atio

n bo

ard

care

sha

red.

G

roup

has

opp

ortu

nity

to

disc

uss

and

feed

back

vi

ews

and

sugg

estio

ns t

o Bo

ard

via

tran

sfor

mat

ion

Com

mun

icat

ions

lead

Ro

bust

pla

ns in

pla

ce, p

atie

nts

invo

lved

at

the

star

t of

th

e pr

ojec

t

Info

rmat

ion

shar

ed a

nd a

ll te

am m

embe

rs a

re a

war

e an

d un

ders

tand

pro

ject

wor

k

CC

G s

taff

and

mem

bers

info

rmed

and

up

to d

ate

with

Tr

ansf

orm

atio

n Bo

ard

wor

k

Enga

gem

ent

wor

k m

appe

d to

avo

id d

uplic

atio

n an

d id

entif

y ga

ps, e

nsur

ing

add

ition

al w

ork

is t

arge

ted

CC

Gs,

LA

and

pro

vide

rs s

hare

d in

put

and

resp

onsi

bilit

y f

or c

ityw

ide

to c

omm

unic

atio

ns a

nd

enga

gem

ent

stra

tegy

Enga

gem

ent

wor

k m

appe

d to

avo

id d

uplic

atio

n an

d id

entif

y ga

ps, e

nsur

ing

add

ition

al w

ork

is t

arge

ted

CC

G s

taff

and

mem

bers

info

rmed

and

up

to d

ate

with

Tr

ansf

orm

atio

n Bo

ard

wor

k

Com

mun

icat

ions

Com

mun

icat

ions

and

en

gage

men

t

Com

mun

icat

ions

Com

mun

icat

ions

Com

mun

icat

ions

and

en

gage

men

t

Com

mun

icat

ions

Com

mun

icat

ions

and

en

gage

men

t

Com

mun

icat

ions

Begu

n an

d on

goin

g

Ong

oing

Ong

oing

Begu

n an

d on

goin

g

Begu

n

Begu

n M

ay 2

015

Ong

oing

as

requ

ired

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Begi

n w

ith a

nti

coag

ulat

ion

wor

k

Ong

oing

Act

ion

Ou

tco

mes

Lead

Tim

esca

les

Stat

us

/ Pr

og

ress


Ensu

re t

he d

esig

n an

d co

mm

issi

onin

g of

hea

lthca

re

serv

ices

, bus

ines

s pl

anni

ng p

roce

sses

, pol

icy

and

stra

tegy

dev

elop

men

t, s

ervi

ce r

evie

ws/

rede

sign

and

tr

ansf

orm

atio

n pr

ojec

ts in

clud

e a

com

preh

ensi

ve

equa

lity

impa

ct a

sses

smen

t, t

o en

sure

all

prot

ecte

d gr

oups

, sel

dom

hea

rd g

roup

s an

d ot

her

vuln

erab

le

grou

ps a

re c

onsi

dere

d

Equa

lity

requ

irem

ents

are

em

bedd

ed in

all

rele

vant

sy

stem

s an

d pr

oces

ses

dem

onst

ratin

g “d

ue r

egar

d”

in r

elat

ion

to t

he p

rote

cted

gro

ups,

vul

nera

ble

grou

ps

and

seld

om h

eard

gro

ups.

Abi

lity

to d

emon

stra

te t

hat

‘due

rega

rd’ h

as b

een

give

n re

sulti

ng in

ser

vice

s th

at a

re a

ppro

pria

te, a

cces

sibl

e an

d m

eetin

g th

e ne

eds

of a

ll pr

otec

ted

grou

ps, s

eldo

m

hear

d gr

oups

and

oth

er v

ulne

rabl

e gr

oups

Equa

lity

lead

Com

mis

sion

ing

staf

f

Ong

oing

O

ngoi

ng

p58

6 Pr

ovi

de

acce

ssib

le in

form

atio

n a

nd

gu

idan

ce t

o a

ssis

t lo

cal p

eop

le t

o m

ake

hea

lth

y ch

oic

es a

nd

mak

e ef

fect

ive

and

effi

cien

t u

se

of

NH

S re

sou

rces

Ensu

re p

ublic

info

rmat

ion

is a

s cl

ear

as p

ossi

ble

and

in p

lain

Eng

lish.

Pat

ient

rea

der

grou

p to

eva

luat

e pr

ior

to p

ublic

atio

n

Dev

elop

eng

agem

ent

/ con

sulta

tion

activ

ities

and

ca

mpa

igns

to

supp

ort

com

mis

sion

ing

prio

ritie

s.

(eg

child

ren’

s as

thm

a, F

ood

Dud

es, Y

ear

of C

are)

Dev

elop

cus

tom

er s

ervi

ces

appr

oach

to

addr

ess

stan

dard

s an

d co

nsis

tenc

y of

info

rmat

ion

to a

ll w

ho

cont

act

the

CC

G

Ensu

re w

ebsi

te is

reg

ular

ly u

pdat

ed w

ith e

asy

optio

ns

for

feed

back

Dev

elop

an

onlin

e re

sour

ce t

o si

gnpo

st p

atie

nts

and

thei

r fa

mili

es t

o ap

prop

riate

sup

port

to

man

age

thei

r ow

n ca

re

Dev

elop

and

use

tem

plat

es f

or c

onsu

ltatio

n /

enga

gem

ent

docu

men

ts a

nd s

ubse

quen

t re

port

s in

fo

rmat

s th

at a

re e

asy

to u

nder

stan

d. T

est

with

pat

ient

re

ader

gro

up

Ensu

re c

ompl

aint

s, c

ompl

imen

ts a

nd c

omm

ents

leafl

et

and

info

rmat

ion

easi

ly a

cces

sibl

e on

CC

G a

nd p

ract

ice

web

site

s, a

nd in

rec

eptio

n ar

eas

Publ

ic a

gree

info

rmat

ion

is c

lear

and

eas

y

Peop

le a

re a

war

e of

cam

paig

ns a

nd s

ervi

ces

All

stak

ehol

ders

hav

e ac

cura

te t

imel

y in

form

atio

n

Patie

nts

/ pub

lic/s

take

hold

ers

trea

ted

with

cou

rtes

y by

all

and

giv

en r

elev

ant,

acc

urat

e an

d ap

prop

riate

in

form

atio

n

Peop

le h

ave

acce

ss t

o a

rang

e of

up

to d

ate

info

rmat

ion

in a

for

mat

the

y ch

oose

Peop

le h

ave

acce

ss t

o a

rang

e of

up

to d

ate

info

rmat

ion

in a

for

mat

the

y ch

oose

Doc

umen

ts a

re e

asily

rec

ogni

sed

Peop

le fi

nd t

hem

eas

y to

use

Gre

ater

res

pons

e ra

te

Mee

ts s

tatu

tory

dut

ies

Patie

nts

unde

rsta

nd h

ow t

o m

ake

a co

mpl

aint

, co

mpl

imen

t an

d co

mm

ents

Com

mun

icat

ions

Com

mun

icat

ions

Com

mun

icat

ions

, qu

ality

, wor

kfor

ce

trai

ning

Com

mun

icat

ions

Com

mun

icat

ions

/

prim

ary

care

Com

mun

icat

ions

en

gage

men

t

Com

mun

icat

ions

Gov

erna

nce

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Begi

n 20

15

In p

lace

and

ong

oing

Ong

oing

Indi

vidu

al c

ampa

igns

ru

n in

acc

orda

nce

with

com

mis

sion

ing

times

cale

s

Ong

oing

Web

site

in c

ontin

ual

deve

lopm

ent

Plan

s to

be

deve

lope

d w

hen

Stee

ring

Gro

up /

sub

grou

ps h

ave

agre

ed

wor

k pl

ans

Tem

plat

es d

esig

ned

Leafl

et m

ay n

eed

to b

e re

fres

hed

if/w

hen

CC

G b

ecom

es

a co

-com

mis

sion

er o

f pr

imar

y ca

re

Act

ion

Ou

tco

mes

Lead

Tim

esca

les

Stat

us

/ Pr

og

ress


Dev

elop

e-c

omm

unic

atio

ns s

trat

egy

inco

rpor

atin

g so

cial

net

wor

king

, You

Tube

etc

bas

ed o

n pr

efer

ence

s of

pat

ient

s as

out

lined

by

rese

arch

act

ivity

Ensu

re p

atie

nt in

form

atio

n m

eets

NH

S En

glan

d’s

A

cces

sibl

e In

form

atio

n st

anda

rds

Peop

le a

re e

ngag

ed w

ith t

he C

CG

in w

ays

that

are

ap

prop

riate

to

them

Eval

uatio

n sh

ows

incr

ease

d le

vel o

f en

gage

men

t

Stan

dard

to

brin

g co

nsis

tenc

y an

d ef

ficie

ncie

s, a

nd

few

er c

ompl

aint

s an

d m

isun

ders

tand

ings

Com

mun

icat

ions

Com

mun

icat

ions

Equa

lity

lead

In p

lace

and

ong

oing

Stan

dard

pub

lishe

d Ju

ly 2

015

Mor

e ro

bust

ev

alua

tion

syst

em

curr

ently

bei

ng

tria

lled

CC

G a

lread

y co

mm

itted

to

pro

vidi

ng

info

rmat

ion

in a

va

riety

of

form

ats.

W

ork

unde

rway

w

ith p

rimar

y ca

re

and

peop

le w

ho

are

hard

or

hear

ing

/ hea

ring

loss

to

impr

ove

GP

acce

ss.

We

are

also

wor

king

w

ith p

eopl

e w

ith

lear

ning

dis

abili

ties

to im

prov

e ac

cess

to

prim

ary

care

. In

addi

tion

we

have

be

en lo

okin

g at

the

pr

imar

y ca

re n

eeds

fo

r th

e gy

psy

and

trav

elle

r co

mm

unity

p60

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NHS Leeds West Clinical Commissioning Group Unit 2-4, WIRA House, West Park Ring Road, Leeds, LS16 6EB

tel: 0113 843 5470 fax: 0113 843 5471

website: www.leedswestccg.nhs.uk

Communications,engagement

and equality anddiversity strategy

2015 - 2017

Documents

Communications, engagement and equality and diversity strategy · Equality and Diversity: key achievements 2013-2015 Appendix F Work plan 2015-2017 Notes Communications, engagement