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Service User and Carer involvement in healthcare strategy

Service User and Carer involvement in healthcare strategy. Dr Robin Gutteridge, School of Health & Wellbeing, UoW Mark Pulford, NHS Walsall Parliamentarian Kirstie Macmillan Research & Governance Manager , Sam Kumar , Research & Governance Administrator, NHS Walsall.

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Service User and Carer involvement in healthcare strategy

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  1. Service User and Carer involvement in healthcare strategy Dr Robin Gutteridge, School of Health & Wellbeing, UoW Mark Pulford, NHS Walsall Parliamentarian Kirstie Macmillan Research & Governance Manager , Sam Kumar , Research & Governance Administrator, NHS Walsall

  2. Underpinning assumptions • Patient and carer expertise undervalued • Public voice an important source of knowledge, expertise and feedback • Public Involvement not optional • Quality, safety and excellent patient experience cannot be achieved without collective effort

  3. Knowledge to shape commissioning: NHS Membership Organisation already in development • How should Service Users and Carers be involved in research activity? • What training is needed to convey confidence about participating effectively? • What type of research ought to be conducted?

  4. Methodology: making the consultation feasible • Qualitative focus group, following Kreuger and Casey (2000) n=5 • Adapted Report and Respond method to widen consultation ( Stronach and Maclure 1997) n =62 NHS Walsall Parliamentarians, representing 2000 My NHS Walsall members • Strategic report to Board

  5. Findings Clear desire to make it happen Making it happen is hard Anxiety on both sides Training needed Demonstrable impact needed to sustain commitment ; Board must follow through Inclusive/ emancipatory strategy and intention is not sufficient Clear systems and infrastructures essential • High motivation and interest • Substantial skills and knowledge • Willingness to contribute voluntarily/ expenses only • Leadership by Chair and Execs

  6. Deconstructing the barriers (1) • Success takes time • For trust, knowledge and commitment to build. • Show value: • mentors, training, accessible language,timing/ duration of meetings. Multiple Communication methods. Rewards other than money • Don’t underestimate the cost: • Resource intensive. Efficiency, reliability crucial. Administrative & Governance systems

  7. Deconstructing the barriers (2) • Vital to include excluded groups on their territory • May require partner networks (eg Community Associations) • People not hanging around waiting for involvement • Lives are busy & controlled by others • Ensure involvement is ethical and realistic

  8. Deconstructing the Barriers (3) • Everyone has to hear hard messages • Amateur doesn’t mean unprofessional • Sharing power and decision making leads to unexpected/ undesirable outcomes. • Learn by doing the work together. • Resolve issues as they arise, no perfect system. Tolerance, patience and transparent feedback is needed from all

  9. Conclusion • It can be done • My NHS Parliament is thriving • Outcomes from Parliament Task & Finish Groups report to Board through sub-committees • My NHS Parliamentarians sit on all Board Committees

  10. References • Kreuger R, Casey M-A., (2000). Focus Groups: A Practical Guide for Applied Research, 3rd edn., London, Sage • Stronach I., Maclure M., (1997). Educational Research Undone: The Postmodern Embrace, Buckingham, Open University Press

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