1. THE BSC CCG ENGAGEMENT JOURNEY JENNI NORTHCOTE, PARTNERSHIPS MANAGER @JENNINORTHCOTE | @BSC_CCG JENNI.NORTHCOTE@NHS.NET Best care, Best place, Best time

2. OUR JOURNEY

3. Membership organisation – 47 member practices Clinical leadership Public engagement – patient, service user, citizens Collaborative culture: building strong partnerships Intelligent plans: quality, integration, and compassion Working to reduce health inequalities WHO ARE BIRMINGHAM SOUTH CENTRAL CCG

4. ABOUT BSC CCG There are 47 GP practices in BSC We lead commission the contracts of:  Birmingham Children’s Hospital  Birmingham Women’s Hospital  Birmingham Healthcare Community Trust Our budget this year is £276m Our priorities are:  Mental Health  Children and Families  Improving Primary Care  Long Term Conditions In public health terms, the BSC geography is a microcosm of Birmingham.

5. A DIVERSE CITY WITH SIGNIFICANT HEALTH INEQUALITIES

6. CREATING A NARRATIVE FOR CHANGE We attended the ‘Creating a compelling narrative’ workshop. It aimed to support us to form a story or narrative about our aims. The theory of ‘narrative paradigm’ states that all meaningful communication is a form of storytelling. People experience and comprehend life as a series of ongoing narratives, each with their own conflicts, characters, beginnings, middles, and ends. This theory is important because it can be applied to the aspirations and aims of organisations. If we want to significantly improve the health and wellbeing of people in Birmingham, we must engage THROUGH A SHARED NARRATIVE & CONNECT TO THEIR STORY We talked about our narrative in a post-Francis report NHS. This report has many implications, but perhaps chief among them is the need to listen.

7. THE BSC CCG ENGAGEMENT STRATEGY PARTICIPATE LISTEN ENGAGE DELIVER GROW EMBED  The PLEDGE represents our principles of engagement  It was developed with patient representatives and members of BSC  It underpins our work plan and frames our approach to engagement

8. DEVELOPING THE ‘PLEDGE’ The PLEDGE outlines the principles of our engagement and was developed following the narrative workshop.

9. GETTING THE BOARD ON-BOARD As a new organisation, the Governing Body of BSC sets aside time for development and learning. We ran a session on engagement sharing our ambitions, progress so far and what meaningful engagement looks like. We bought the voice of the patient in to the board room through social media. It was challenging but helped the Governing Body to understand that people want to engage and care passionately about the NHS.

10. THE NHS LISTENS We held an event called ‘NHS listens’ as a preliminary engagement activity to connect with our population, find how what individuals and communities were feeling about the NHS reforms locally and to introduce the PLEDGE. Citizens told us they wanted CCGs to be connected to their communities. everyone’s voice to be heard including those traditionally marginalised by the NHS ’. NHS listens gave us the mandate to create the ‘Big Social Conversation’.

11. POLITICAL CAMPAIGNS THEORY PrincipleRationale Get to the grassrootsThe message from our NHS listening event was ‘go where people are’ Have a clear messageOur message is listening, hence ‘The Big Conversation’ Use activismOur capacity must match our aspiration, volunteers are essential Understand your audienceUse data and intelligence to inform your engagement Be creativeFind engaging ways to generate conversations.

12. THE ‘BIG SOCIAL CONVERSATION’ The Big Social Conversation is our engagement approach: Every social interaction is an opportunity to create a connection, every connection is an opportunity for a conversation ; every conversation holds insight ; The aspiration:  250,000 conversations  No more hard to reach communities  Go to where people are  Use partners who have credibility in the community  Matrix of techniques to create engagement opportunities for everyone  Maintain momentum and impact through relationship We’re a pilot site for the wider Call to Action work of NHS England.

13. LAUNCHING THE ‘BIG SOCIAL CONVERSATION’

14. CONNECTING WITH OUR COMMUNITIES

15. We’re recruiting Patient Ambassadors and developing a Stakeholder Council Offering a patient voice and perspective to feed into CCG decision making Supporting CCG’s engagement work helping the CCG to connect with PPGs neighbourhood and local community groups to maximise patient involvement and patient voice. Acting as a conduit for feeding information into the CCG and out to the local population. Actively promote the Big Social Conversation to individuals, organisations, community groups, faith groups etc. Actively encourage individual members of the public, organisations, community groups, faith groups etc to connect with us (CRM). Promoting involvement in local consultations (Partnership) Contributing to BSC digital media presence, e.g. through twitter, face book blogs Shaping BSC publications CONNECTIONS & CONVERSATIONS feed the commissioning process and decision making CONNVERSATIONS, CONNECTIONS & THE COMMISSIONING CYCLE

16. Jenni Northcote – Lead Partnership Manager NHS Birmingham South Central CCG 0121 255 0862 / 0754677071| jenni.northcote@nhs.netjenni.northcote@nhs.net Amos Mallard – Partnership Facilitator NHS Birmingham South Central CCG 0121 255 0840 | a.mallard@nhs.neta.mallard@nhs.net Lamara Aldred – Communications & Engagement Specialist (Embedded CSU) Commissioning Support Unit 0121 612 3803 / 0785 020 9579 lamara.aldred@nhs.net Hamira Sultan – Registrar in Public Health Hamira.sultan@nhs.net THE PARTNERSHIP TEAM