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

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Presentation on theme: "Stakeholder Engagement Island Civic Centre Lisburn Friday 29 th June 2007."— Presentation transcript:

1 Stakeholder Engagement Island Civic Centre Lisburn Friday 29 th 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 Welcome – Sean Donaghy Your Service, Your Say – David Sissling Your Service, Your Say – David Sissling Influencing Policy and Priorities – Andrew Hamilton Influencing Policy and Priorities – Andrew Hamilton Joining it up – A Partnership Approach – Suzanne Wylie Joining it up – A Partnership Approach – Suzanne Wylie Exploring the Questions that Matter – Anne McMurray Exploring the Questions that Matter – Anne McMurray Break approx Break approx What guiding principles and support structures do we need? – Anne McMurray What guiding principles and support structures do we need? – Anne McMurray Agreeing the Next Steps Agreeing the Next Steps Lunch and Networking Lunch and Networking

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

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

7 System Change ………Better Outcomes Enabling Elements New Systems Outcomes Effective Strategic Planning Processes Commissioning Performance Improvement – Financial Public & Social Health Development Development Workforce & Staff Development Development Enhanced User Experience Service Frameworks Improved Performance and Quality Levels Strong Information Systems Value for Money Enhanced Public User and Staff Engagement Improved Health and Wellbeing Effective Professional Leadership New Integrated Models of Care New Organisational Arrangements Motivated, Dynamic Workforce

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

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

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

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

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

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 Departments Advise/Ministers Decide Strategic priorities are a matter for the Executive Strategic priorities are a matter for the Executive Strong link between resource (inputs) and required policy outcomes – particularly Strong link between resource (inputs) and required policy outcomes – particularly For new/growth monies For new/growth monies In this context, the Authority (Designate) 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 Negotiation & Implementation March/ April Engagement with HSC, voluntary sector Resource parameters established 1 st cut of service pressures/priorities June September/ October December Budget & Programme for Government published THE SPENDING REVIEW CYCLE Public Consultation Draft budget + programme for Government published Assembly Committee And Executive processes Potential for systematic comprehensive contribution to next review

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

19 BCCs 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 Community Planning Model 3 Key Elements

22 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?

23 Paralysis by Analysis All about wants Mutual loathing suppressed for cash Tick box consultation Its 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 its not!

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


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