Stakeholder Engagement

1. Stakeholder Engagement Island Civic Centre Lisburn Friday 29th June 2007

2. Stakeholder Engagement Workshop Sean Donaghy Director of Finance and Corporate Services (Designate) Health and Social Care Authority

3. The Concept To 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.

4. Programme • Welcome – Sean Donaghy • Your Service, Your Say – David Sissling • Influencing Policy and Priorities – Andrew Hamilton • Joining it up – A Partnership Approach – Suzanne Wylie • Exploring the Questions that Matter – Anne McMurray • Break 11.15 approx • What guiding principles and support structures do we need? – Anne McMurray • Agreeing the Next Steps • Lunch and Networking

5. Your Service, Your Say David Sissling Chief Executive Designate HSCA Island Valley Centre Lisburn 29th June 2007

6. Your Service, Your Say David Sissling Chief Executive Designate HSCA Island Valley Centre Lisburn 29th June 2007

7. System Change ………Better Outcomes

8. Some important issues • Health and well being, not just health services • A new relationship between health & social care and the public and service users • Making the system respond to service users, rather than service users to the system • New partnerships • New Service Delivery Models – supportive, responsive, integrated • An approach based on devolution • Significant role for communities • Engagement and empowerment

9. Why engage? • Individuals and communities should be actively involved in decisions effecting their lives • The public should influence health and social care priorities and plans • Individuals should contribute to decisions about their own care or treatment • To improve individual’s personal experience as service users • To help “get it right” • To ensure we can align rights, entitlements and responsibilities • To ensure we have strong partnerships with stakeholders in relevant areas

10. Enabling Effective Engagement • Leadership • Consistency • Commitment • Cultural Change • Purposeful partnerships • Systems and processes

11. Why a Stakeholder Engagement Network? • Demonstration of commitment to engagement • Enable views to be gathered in relation to relevant matters • Establish good practice in relation to engagement and partnership • Create a resource for those involved in policy development, commissioning and planning

12. Through this process … • Need to build capacity so we have strong stakeholder involvement • Need to ensure that engagement results in real change for patients, clients and carers • We are asking for your support in this process • Agree together what success looks like and how it should be measured.

13. INFLUENCING POLICY AND PRIORITIES Andrew Hamilton Deputy Secretary – DHSSPS Health Care Policy Group

14. PUBLIC ENGAGEMENT: A POLICY COMMITMENT Our commitment: “We will make it a strategic priority to fully engage with, and support the development of people and caring communities who will: (i) actively promote 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 social Services.” Our vision: Fully engaged people and communities, actively influencing decision making at all levels will be widespread twenty years from now. Our planning and delivery of services will be truly person and community-centred. People will be able to take control of their own care and will take an active role in promoting their own Health and well being and that of their communities. Caring communities will feel that their services belong to them and will play a central role in designing and managing them. A Healthier Future

15. EXERCISING INFLUENCE: DIFFERENT PERSPECTIVES AND LEVELS OF INTEREST • individual user/carer • organisational • community • regional • client group • individual services/pathways • specific policy reviews and policy development initiatives • strategy development • spending priorities and plans

16. DETERMING PRIORITIES: SOME PARAMETERS • Departments Advise/Ministers Decide • Strategic priorities are a matter for the Executive • Strong link between resource (inputs) and required policy outcomes – particularly • For new/growth monies • In this context, the Authority (Designate) + will not set priorities, but + it has the potential to be an effective influencer; + we will look to it to reflect the views and aspirations of stakeholders, so that + Government priorities are rooted in the experience of users and stakeholders.

17. THE SPENDING REVIEW CYCLE Engagement with HSC, voluntary sector March/ April Negotiation & Implementation Potential for systematic comprehensive contribution to next review Resource parameters established 1st cut of service pressures/priorities Budget & Programme for Government published June December Assembly Committee And Executive processes Public Consultation Draft budget + programme for Government published September/ October

18. Joining it up – a Partnership Approach Suzanne Wylie Head of Environmental Health Belfast City Council Stakeholder Engagement 29 June 2007

19. 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

20. 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.

21. Strategic Community Plan Thematic Partnerships Local Area Based Plans Community Planning Model 3 Key Elements

22. Community Planning. What is it about? 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

23. What it’s not! 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.’

24. SNAP model

25. 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

26. Partnership Success • Clear purpose • Each partner sees a benefit • Mutual credit • Relevant to core work and performance framework • Continued wins • Joint investment

27. 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