Stakeholder EngagementStakeholder Engagement

Island Civic CentreIsland Civic Centre

Lisburn Lisburn

Friday 29Friday 29thth June 2007 June 2007

Stakeholder Engagement Stakeholder Engagement WorkshopWorkshop

Sean DonaghySean DonaghyDirector of Finance and Corporate Director of Finance and Corporate

Services (Designate)Services (Designate)Health and Social Care AuthorityHealth and Social Care Authority

The ConceptThe ConceptTo develop a stakeholder network which can respond to, and advise on how to achieve improvement in health and wellbeing in Northern Ireland. The network will be non-hierarchical, transparent and open; meeting face to face and online on topics of particular interest and relevance. It will provide ‘listening posts’ across the region which will enable early signals, emerging patterns and trends to be detected so that early intervention can be planned where necessary. This will inform a preventative and proactive approach to policy formulation and priority setting.

ProgrammeProgramme

• Welcome – Sean DonaghyWelcome – Sean Donaghy

• Your Service, Your Say – David SisslingYour Service, Your Say – David Sissling

• Influencing Policy and Priorities – Andrew HamiltonInfluencing Policy and Priorities – Andrew Hamilton

• Joining it up – A Partnership Approach – Suzanne WylieJoining it up – A Partnership Approach – Suzanne Wylie

• Exploring the Questions that Matter – Anne McMurrayExploring the Questions that Matter – Anne McMurray

• Break 11.15 approxBreak 11.15 approx

• What guiding principles and support structures do we need? – What guiding principles and support structures do we need? –

Anne McMurrayAnne McMurray

• Agreeing the Next StepsAgreeing the Next Steps

• Lunch and NetworkingLunch and Networking

Your Service, Your SayYour Service, Your Say

David SisslingDavid SisslingChief Executive Designate HSCA Chief Executive Designate HSCA

Island Valley Centre Lisburn Island Valley Centre Lisburn 2929thth June 2007 June 2007

Your Service, Your SayYour Service, Your Say

David SisslingDavid SisslingChief Executive Designate HSCA Chief Executive Designate HSCA

Island Valley Centre Lisburn Island Valley Centre Lisburn 2929thth June 2007 June 2007

System Change ………Better OutcomesSystem Change ………Better Outcomes

Enabling ElementsEnabling Elements New SystemsNew Systems OutcomesOutcomes

Effective Strategic Effective Strategic Planning ProcessesPlanning Processes

- - - - - -Commissioning - - - - - - - -Commissioning - - - - -

- Performance Performance Improvement –Improvement –

- - - - - - - - Financial - - - - - - - - - - - - Financial - - - - - - -

- - - Public & Social Health - - - Public & Social Health - - - - - DevelopmentDevelopment

- - - - Workforce & Staff - - - - - - Workforce & Staff - - - - - - DevelopmentDevelopment

Enhanced User Enhanced User ExperienceExperience

Service FrameworksService Frameworks Improved Performance Improved Performance and Quality Levelsand Quality Levels

Strong Information Strong Information SystemsSystems

Value for MoneyValue for Money

Enhanced Public User and Enhanced Public User and Staff EngagementStaff Engagement

Improved Health and Improved Health and WellbeingWellbeing

Effective Professional Effective Professional LeadershipLeadership

New Integrated Models New Integrated Models of Careof Care

New Organisational New Organisational ArrangementsArrangements

Motivated, Dynamic Motivated, Dynamic WorkforceWorkforce

Some important issuesSome important issues

• Health and well being, not just health servicesHealth and well being, not just health services• A new relationship between health & social A new relationship between health & social

care and the public and service userscare and the public and service users• Making the system respond to service users, Making the system respond to service users,

rather than service users to the systemrather than service users to the system• New partnerships New partnerships • New Service Delivery Models – supportive, New Service Delivery Models – supportive,

responsive, integratedresponsive, integrated• An approach based on devolutionAn approach based on devolution• Significant role for communitiesSignificant role for communities• Engagement and empowerment Engagement and empowerment

Why engage?Why engage?

• Individuals and communities should be actively involved Individuals and communities should be actively involved

in decisions effecting their lives in decisions effecting their lives

• The public should influence health and social care The public should influence health and social care

priorities and planspriorities and plans

• Individuals should contribute to decisions about their Individuals should contribute to decisions about their own care or treatmentown care or treatment

• To improve individual’s personal experience as service To improve individual’s personal experience as service usersusers

• To help “get it right”To help “get it right”• To ensure we can align rights, entitlements and To ensure we can align rights, entitlements and

responsibilitiesresponsibilities• To ensure we have strong partnerships with To ensure we have strong partnerships with

stakeholders in relevant areasstakeholders in relevant areas

Enabling Effective Enabling Effective EngagementEngagement

•LeadershipLeadership

•ConsistencyConsistency

•CommitmentCommitment

•Cultural ChangeCultural Change

•Purposeful partnershipsPurposeful partnerships

•Systems and processesSystems and processes

Why a Stakeholder Why a Stakeholder Engagement Network?Engagement Network?

• Demonstration of commitment to engagementDemonstration of commitment to engagement

• Enable views to be gathered in relation to Enable views to be gathered in relation to

relevant mattersrelevant matters

• Establish good practice in relation to Establish good practice in relation to

engagement and partnershipengagement and partnership

• Create a resource for those involved in policy Create a resource for those involved in policy

development, commissioning and planningdevelopment, commissioning and planning

• Need to build capacity so we have strong Need to build capacity so we have strong

stakeholder involvement stakeholder involvement

• Need to ensure that engagement results in Need to ensure that engagement results in

real change for patients, clients and carersreal change for patients, clients and carers

• We are asking for your support in this We are asking for your support in this

processprocess

• Agree together what success looks like and Agree together what success looks like and

how it should be measured.how it should be measured.

Through this process …Through this process …

INFLUENCING POLICY AND INFLUENCING POLICY AND PRIORITIESPRIORITIES

Andrew HamiltonAndrew Hamilton

Deputy Secretary – DHSSPSDeputy Secretary – DHSSPS

Health Care Policy GroupHealth Care Policy Group

PUBLIC ENGAGEMENT: A POLICY PUBLIC ENGAGEMENT: A POLICY COMMITMENTCOMMITMENT

Our commitment:Our commitment:

““We will make it a strategic priority to fully engage with, and support the We will make it a strategic priority to fully engage with, and support the development of people and caring communities who will: (i) actively promotedevelopment of people and caring communities who will: (i) actively promotehealth and well being; (ii) have a central role in managing chronic conditions health and well being; (ii) have a central role in managing chronic conditions and (iii) be partners in the design and management of our health and socialand (iii) be partners in the design and management of our health and socialServices.”Services.”

Our vision:Our vision:

Fully engaged people and communities, actively influencing decision making at Fully engaged people and communities, actively influencing decision making at all levels will be widespread twenty years from now. Our planning and deliveryall levels will be widespread twenty years from now. Our planning and deliveryof services will be truly person and community-centred. People will be able toof services will be truly person and community-centred. People will be able totake control of their own care and will take an active role in promoting their owntake control of their own care and will take an active role in promoting their ownHealth and well being and that of their communities. Caring communities willHealth and well being and that of their communities. Caring communities willfeel that their services belong to them and will play a central role in designingfeel that their services belong to them and will play a central role in designingand managing them. and managing them.

A Healthier FutureA Healthier Future

EXERCISING INFLUENCE: DIFFERENT EXERCISING INFLUENCE: DIFFERENT PERSPECTIVES AND LEVELS OF PERSPECTIVES AND LEVELS OF INTERESTINTEREST- individual user/carerindividual user/carer

- organisationalorganisational

- communitycommunity

- regionalregional

- client groupclient group

- individual services/pathwaysindividual services/pathways

- specific policy reviews and policy development specific policy reviews and policy development initiativesinitiatives

- strategy developmentstrategy development

- spending priorities and plansspending priorities and plans

DETERMING PRIORITIES: SOME DETERMING PRIORITIES: SOME PARAMETERSPARAMETERS• Departments Advise/Ministers DecideDepartments Advise/Ministers Decide

• Strategic priorities are a matter for the ExecutiveStrategic priorities are a matter for the Executive

• Strong link between resource (inputs) and required policy Strong link between resource (inputs) and required policy outcomes – particularlyoutcomes – particularly

• For new/growth moniesFor new/growth monies

• In this context, the Authority (Designate)In this context, the Authority (Designate)

++ will not set priorities, butwill not set priorities, but++ it has the potential to be an effective influencer;it has the potential to be an effective influencer;++ we will look to it to reflect the views and we will look to it to reflect the views and

aspirations of stakeholders, so thataspirations of stakeholders, so that++ Government priorities are rooted in the Government priorities are rooted in the

experience of users and stakeholders.experience of users and stakeholders.

Negotiation & Implementation

March/April

Engagement with HSC, voluntary sector

Resource parameters established 1st cut of service pressures/priorities

June

September/October

December

Budget & Programmefor Government published

THE SPENDING REVIEW CYCLE

PublicConsultation

Draft budget+ programme for Government published

Assembly CommitteeAnd Executiveprocesses

Potential forsystematiccomprehensivecontributionto next review

Stakeholder Engagement 29 June 2007

Joining it up – a Partnership Approach

Suzanne WylieHead of Environmental Health

Belfast City Council

BCC’s position on partnership “We will work with others to improve quality

of life in the city, now and in the future in a way that generates wealth, protects the environment, promotes equality, improves community relations and enables the active participation of local people”

Belfast City Council Corporate Plan 2007/08

The importance of a joint approach

• Presenting a coherent face;

• Maximum possible involvement necessary to address complex issues;

• Crucial to development of joint solutions;

• Helps build partnership capacity – trust and co-operation;

• Efficient – releases resources.

Community Planning Model

3 Key Elements

Strategic vision - a long term (15-20 year) vision which is ambitious but capable of realisation

Participation - a process that engages as wide a range of stakeholders as possible

Partnerships - a meaningful alliance committed to joint action

Stakeholder Engagement

Community Planning.What is it about?

Paralysis by Analysis

All about ‘wants’

Mutual loathing suppressed for cash

Tick box consultation

It’s not about ‘community’ as we know it: ‘The process by which a council comes together with other organisations to plan, provide for and promote the well-being of communities they serve.’

What it’s not!

SNAP model

What we are learning?

• Need right type of engagement - informing - participation - empowerment;

• Must consider resources available to deliver;

• We need to build capacity in order to engage;

• The importance of shared values;• The need to recognise diversity and

difference

Partnership Success

• Clear purpose

• Each partner sees a benefit

• Mutual credit

• Relevant to core work and performance framework

• Continued wins

• Joint investment

Conclusion

• Stakeholder engagement is a challenge and a complex and time consuming process

• Working with and learning from other partners can only serve to maximise impact, reduce fatigue and reduce cost