PATIENT AND PUBLIC INVOLVEMENT (PPI) STRATEGY

Transcription

1 PATIENT AND PUBLIC INVOLVEMENT (PPI) STRATEGY 1 Monarch Court Emerald Park Emerson s Green Bristol BS16 7FH Louise Winn Tel (0117) Louise.winn@sglos-pct.nhs.uk

2 Patient and Public Involvement (PPI) Strategy Executive Summary This Patient and Public Involvement (PPI) Strategy has been developed with NHS South Gloucestershire s Improving Patient Experience Committee and in collaboration with a number of key stakeholders. It provides an overview for both staff and the public about the Primary Care Trust s (PCT s) approach to PPI. The Strategy is broken down into the following sections: 1. Introduction: The introduction highlights the importance of PPI to the achievement of NHS South Gloucestershire s strategic objectives. 2. The National and Local Context for Patient and Public Involvement sets out the legislation and policy relating to PPI and provides a context for involving people in decisions about health care. 3. What does PPI mean for NHS South Gloucestershire? 4. The aims of PPI in the PCT 5. The principles that underpin NHS South Gloucestershire s approach to PPI 6. Who should we be working with to promote PPI? This section considers who NHS South Gloucestershire needs to involve in decisions about healthcare services. 7. PPI leadership provides an overview of the role of the Improving the Patient Experience Committee (IPEC) 8. Commissioning: what NHS South Gloucestershire has in place and next steps 9. Provider Services: what what NHS South Gloucestershire has in place and next steps Sections 8 and 9 describe what systems and mechanisms NHS South Gloucestershire has in place now to support PPI for both the services it commissions and provides, and what more needs to be done to improve PPI in the future. 10. Resources and Support emphasises that PPI is the responsibility of all NHS South Gloucestershire s employees. 2

3 11. Implementation of the PPI Strategy describes next steps and the need to develop implementation plans which will provide detail about how the strategy aims will be achieved. Appendix 1: Improving the Patient Experience Committee Terms of Reference Appendix 2: Glossary of Terms Appendix 3: Patient and Public Involvement Implementation Plan 3

4 1. Introduction 1.1 This strategy describes how NHS South Gloucestershire will improve the services it commissions and provides, by involving people in the planning, delivery and evaluation of services, and through links with the Communication Strategy, ensure that the public and patients have the information they require to access and benefit from the full range of services available. Involving people in the development and delivery of services will help to achieve NHS South Gloucestershire s strategic objectives: Reduce the differences in health between people and places in South Gloucestershire Improve the health of people living in South Gloucestershire by effective partnerships with other organisations and with local people Bring more health services closer to local people by delivering more primary and community based services Improve the experience of patients when they use health services by making sure that these are provided promptly, safely and effectively 1.2 Like many PCTs around the country, the organisation has changed its name to NHS South Gloucestershire to better reflect its increasing role as a leader of the NHS in South Gloucestershire and as a commissioner of health care for everyone living in the area. 1.3 Involving patients, carers and the wider community in decisions about health services is becoming increasingly central to the work of the NHS. People who have experience of using services directly, or care for someone who does are well placed to advise about what is good about a service and where there is room for improvement. NHS South Gloucestershire is therefore committed to involving people at the earliest possible stage, and on a continual basis, in the development and delivery of services. 2. The National and Local Context for Patient and Public Involvement 2.1 The following provides an overview of the national and local context for PPI, which underpins NHS South Gloucestershire s PPI Strategy: NHS Constitution 2.2 The NHS Constitution was published on 21 January It brings together, for the first time, the principles, values, rights and responsibilities that underpin the NHS. The NHS Constitution specifies a range of duties for NHS organisation. For patients and the public, this 4

5 means clarity about what they have a right to expect from the NHS and what to do if they do not get it. As all the rights and pledges are set out clearly in one place, it means that everyone knows what they are entitled to. It also sets out the responsibilities that patients and the public should uphold to help the NHS work effectively and to ensure that resources are used responsibly. The NHS Constitution forms the basis for the relationship between staff, patients and the public a relationship based on partnership, respect and shared commitment where everyone knows what they can expect from the NHS and what is expected from them. It states that you have the right to be involved, directly or through representatives, in the planning of healthcare services, the development and consideration of proposals for changes in the way those services are provided, and in decisions to be made affecting the operation of those services. In a final review (Department of Health From Good to Great-preventative, people centred, productive) of the Lord Darzi led process of reviewing the future direction of the NHS, patient rights under the NHS Constitution are summarised. This summary, including two potential new rights is attached at Appendix 4. These rights will be central to the work undertaken through this strategy. Duty to Involve and Duty to Report on Consultations: NHS Act The NHS Act 2006 sets out a legal requirement for Primary Care Trusts (PCTs) to involve users (including carers) of health services in the planning, development, and decision making about local health services. Section 242 (1B) states that users may be involved by being consulted, or by being given information, or in other ways. A number of activities can constitute involvement. Engagement, consultation and participation are all possible approaches to involving people. 2.4 Proportionality is a key principle within the Act. This requires that the method of involvement should be proportionate to the particular circumstance or issue being considered. 2.5 NHS South Gloucestershire meets with the local Overview and Scrutiny Committee (OSC) on a regular basis to discuss a range of issues as determined by elected councilors (South Gloucestershire OSC is called the Health Scrutiny Select Committee). The NHS has a duty to involve the OSC when there is a proposal to change health services Section 244 of the NHS Act 2006 places a legal duty on PCTs to consult the OSC if the committee considers the change is substantial or significant. This is a separate legal requirement to the duty to involve users. If the OSC does not need to be consulted, NHS organisations may still have a duty to involve users under section 242 (1B). The South Gloucestershire OSC is called the Health Scrutiny Select Committee. 5

6 2.6 The Local Government and Public Involvement in Health Act 2007 amended the NHS Act 2006 and introduced new duties to report on consultations. Under sections 17A and 24A of the NHS Act 2006, Strategic Health Authorities (SHAs) and PCTs respectively must prepare and publish annual reports on the consultations they have carried out, or they propose to carry out, before making commissioning decisions. They must also set out how the feedback from consultations has influenced their commissioning decisions. A summary of current and past involvement can be found on In October 2008, the Department of Health issued Real Involvement: Working with People to Improve Health Services. This guide provides guidance and best practice for NHS organisations on embedding involvement in organisations. World class commissioning (WCC) 2.8 The Department of Health (DH) world class commissioning programme aims to develop a long-term approach to commissioning services, with a clear focus on delivering improved health outcomes. To become world class, PCTs are required to proactively seek and build continuous and meaningful engagement with the public and patients, to shape services and improve health. This is achieved through both the implementation of this strategy and the Communication Strategy. 2.9 WCC requires that certain areas are addressed in terms of: Influence on Local Health Opinions and Aspirations, Patient and Public Engagement, and Improvements in Patient Experience. Examples are as follows: Influence on Local Health Opinions and Aspirations Through a continuous cycle of public involvement in shaping service plans, implementing service change and improvement, and communication of successful change with the public, the PCT will promote the joint ambition it has with local stakeholders and the Council of promoting independence, personalisation of services and health and well-being. The best practice example of the Older Peoples Mental Health Project 2008/9 will be used as a model for all projects. Patient and Public Engagement Innovative approaches to engagement will always be sought. The PCT will at all times in planning significant change, ensure that at least fifty per cent of Project Board membership is from sources other than the NHS. This best practice established with the Cossham Project in 2006/7 is being used for all projects, currently reflected in the Frenchay Project Board. 6

7 Patient surveys will continue to be an additional source of service improvement information. They will continue to be used to determine service quality improvements in contracts. For example, Commissioning for Quality Improvement Initiative (CQUIN) for acute and mental health Trusts is informed by patient survey results as are improvement plans for primary medical care providers. Improvements in Patient Experience Showing evidence of improved patient experience as a result of involvement activity is a key aim of this strategy. The examples of Priority Neighbourhood work in Staple Hill impacting on commissioning of dental services, and work with patients in Emersons Green impacting on the service specification for primary care, are best practice models which will be replicated in all NHS South Gloucestershire service change. The NHS South Gloucestershire approach to the Patient Advice and Liaison Service (PALS) and Complaints will be used to ensure that both formal and informal information about patient experience influences service change. The board will continue to receive regular reports on PALS, complaints and praise and act on required service improvements accordingly. NHS Next Stage Review 2.10 Lord Darzi carried out a NHS Next Stage Review in The final report, High Quality Care for all, identified that patient experience was one of the key components necessary to achieve high quality care within the NHS and concluded that patient experience can only be improved by analysing and understanding patient satisfaction with their own experience. Quality Framework 2.11 All NHS organisations are now required to publish annual quality accounts which set out the approach taken to ensure that services commissioned and provided by the PCT are of the highest quality in relation to patient experience (as well as patient safety and clinical effectiveness). A number of reports published in the public domain have, in the past, criticised NHS organisations for their lack of proactive monitoring regarding the quality of services, patient experience and public perception, for example, the Healthcare Commission (HCC) report published on Mid Staffordshire NHS Foundation Trust (April 2009) It is crucial that issues of concern around patient experience, patient safety and clinical effectiveness are used to improve and maintain high quality care. 7

8 Quality, Innovation, Prevention and Productivity (QIPP) 2.13 The Department of Health is placing a greater focus on Quality, Innovation, Productivity and Prevention (QIPP). This will allow the NHS to drive up quality whilst improving productivity - a challenge which means harnessing innovation and new ideas. The approach to PPI will always address the need to achieve quality services that are cost effective The QIPP challenge enables organisations to challenge ways of working and the approach to how services are commissioned in relation to a number of areas including engaging properly with staff, partners and the public. Every Child Matters: Change for Children 2.15 The government s Every Child Matters programme emphasises that being healthy is essential if children and young people are to get the best out of life. Involving children and young people in decision making is at the centre of this programme NHS South Gloucestershire s PPI Strategy recognises the aims and objectives of the South Gloucestershire Strategy for the Active Participation of Children and Young People and it will be important to ensure that there is continued alignment when implementing the PPI strategy. Equality Duties 2.17 NHS South Gloucestershire, as a public body, is required to meet a number of duties relating to equality of opportunity: the Race, Disability and Gender Equality Duties. The current Equalities Bill calls for these existing public sector duties to be expanded to also cover age, religion or belief, and sexual orientation or gender identity NHS South Gloucestershire has a duty to involve the public in how best to ensure that all individuals have equal access to, and benefit from, the full range of health care services. 3. What does PPI mean for NHS South Gloucestershire? 3.1 PPI means making sure that all those who have a stake, interest or say in the work of the PCT have the opportunity to make their voices heard and have their views taken seriously and treated with respect. Effective PPI means more than delivering our statutory responsibilities to involve service users in the development of local health services. It is about creating a culture in which the active engagement of our patients and stakeholders is encouraged and welcomed by all those who are involved with the work of the PCT. Providing feedback to people who 8

9 have given time and effort to make their voices heard is a key part of this. Effective PPI will change the way the PCT works, so that local health services are increasingly commissioned and provided in a manner which more closely matches the needs and aspirations of those who use them. 3.2 The PCT is clear about the differences and relationship between PPI and Patient Experience. PPI is a set of processes which, over time, will enable an increasing number of lay people to have a real influence on the way in which we commission and provide health services for the people of South Gloucestershire. Patient Experience is information about what people think about the services they use, which should be used to develop patient centred services. Taken together, these need to contribute to the development of NHS services, in order for services to become more responsive to the needs and aspirations of local people. 3.3 The relevant legislation section 242 (1B) of the NHS Act provides an appropriate starting point for how NHS South Gloucestershire approaches PPI. The Act requires that users of health services are involved whether by being consulted, or by being given information or in other ways. An important element of the legislation is to ensure that involvement activity should be proportional and appropriate. This requires that the method of involvement should be appropriate to the particular circumstance or issue being considered. A key consideration is the level of impact that the decision has on the way health service users experience local services. 3.4 Many people need to access both health and social care services. NHS South Gloucestershire works closely with South Gloucestershire Council and is increasingly jointly commissioning services to ensure that people experience seamless access to health and social care. It is crucial that when involving the public, NHS South Gloucestershire signposts information gathered from the public about social care services to South Gloucestershire Council, and that the Council shares health related feedback with the PCT. 4. The aims of PPI in the PCT To ensure that the views and experiences of local people and patients influence the commissioning process and provision of local health services To show evidence of improved patient experience as a result of involvement activity To enable everyone within South Gloucestershire to have a say about local health services 9

10 To demonstrate that public views make a difference to the way the PCT works To meet statutory obligations, including support of the scrutiny process To deliver on the principles that underpin the NHS Constitution 5. The principles that underpin NHS South Gloucestershire s approach to PPI NHS South Gloucestershire s approach to PPI will: Create an organisational culture that welcomes, encourages and enables public involvement throughout the commissioning cycle from the earliest possible stage and utilises patient feedback to improve services Be inclusive and recognise that, for certain groups and individuals, the PCT has to be proactive in breaking down barriers to effective involvement and participation Create an honest and open approach to PPI which makes clear the purpose of involvement and the extent to which people can expect their views to influence the development of local health services Recognise the importance of providing feedback to people who have given time and effort to make their views known Work in partnership with other agencies to avoid duplication when approaching the public Build upon best practice and be open to innovative and proven PPI approaches from both within and outside the NHS Recognise the importance of staff in developing a culture that embraces the challenge of PPI and provide support and training for staff to equip them for this role Respect the commitment that people make when they engage with the PCT by providing accessible opportunities for involvement, and reimbursing participant expenses. 6. Who should we be working with to promote PPI? 6.1 To be successful in achieving its aims for PPI, NHS South Gloucestershire needs to work in partnership with: Those in South Gloucestershire who use, or may use local health services Carers Organised groups of patients/service users/carers Patient representatives South Gloucestershire Local Involvement Network (LINk) 10

11 Seldom heard groups The Care Forum Voluntary and community organisations, particularly those with an interest in health and social care Groups and individuals representing local communities Frontline staff South Gloucestershire Council, both elected representatives through the Health Scrutiny Select Committee, and officers from different departments, for example, Community Care and Housing Other partner organisations, for example, North Bristol NHS Trust 6.2 South Gloucestershire LINk and the Care Forum are key routes to assist with good public involvement, and often serve as the point of contact for some individuals and groups to voice opinions about healthcare services. Facilitated forums are also crucial to good public involvement, for example, the Black and other Minority Ethnic Communities Liaison Meeting facilitated jointly with South Gloucestershire Council. A number of these groups have been involved in the development of this strategy. They will be fully involved in ensuring good and effective practice in respect of working with seldom heard groups. The best practice commenced with the Kingswood and District Project will be the standard for all projects. 6.3 It is important that individuals of all ages, including young people and children, are involved in decision making and in the development of health services. 7. PPI Leadership 7.1 The Improving the Patient Experience Committee (IPEC) is a sub committee of the PCT Board. It has the responsibility for providing strategic leadership for the development of PPI across the PCT. Membership consists of both senior management representation from across the PCT and non-nhs representation (IPEC Terms of Reference are included at Appendix 1). The Director of Primary and Community Care has the Executive lead for PPI. 8. Commissioning: what NHS South Gloucestershire has in place and next steps 8.1 NHS South Gloucestershire is responsible for both commissioning and providing health care. This section focuses on the work of the commissioning directorates (responsible for identifying the health care needs of people in South Gloucestershire and buying services on their 11

12 behalf). Section 9 considers the approach taken by provider services to use patient feedback to improve service delivery. 8.2 The commissioning directorates respond positively to patient experience, and encourage patient involvement in the commissioning process to ensure that patient concerns are addressed. The commissioning directorates: Welcome, encourage and enable public involvement at the earliest possible stage of the commissioning cycle Use local data to feed into clinical governance and service improvement processes, for example, information gathered from the Patient Advice and Liaison Service (PALS), complaints and local and national surveys Makes use of different involvement techniques to ensure that everyone is able to comment effectively, and in a way that suits them, during the different stages of the commissioning cycle Have clear and inclusive involvement mechanisms in place to ensure that there is meaningful public involvement in the development of proposals for change and improvements. For example, the Project Steering Group overseeing the Frenchay Project has fifty per cent of its membership drawn from organisations, stakeholders and lay representatives from outside the NHS Implements best practice wherever possible Produce literature in a patient friendly form wherever possible Provide information to the public on request, for example, on access to services or exceptional funding. 8.3 NHS South Gloucestershire has outlined in the Strategic Plan its approach to improving the patient experience through the systematic development of lay involvement in the commissioning process. 8.4 In moving forward, the commissioning directorates, through the Head of Patient and Public Involvement, will further develop a systematic approach to lay involvement in the commissioning process. It will identify specific areas of commissioning where it needs to gain a better understanding of the experience of South Gloucestershire patients as they use local health services, and their carers. 8.5 In considering areas for particular focus, the commissioning directorates will: Identify areas/services where the experience of South Gloucestershire patients differs from national survey results or other relevant peer groups 12

13 Identify commissioned services where there is little or no patient experience data Identify commissioned services where there are concerns about the quality of the patient experience Identify, with providers, areas of joint interest/concern that would benefit from better understanding of the patient experience and improvements that can be identified through joint working Talk to partner agencies and stakeholders to better understand the experiences/concerns of local people in South Gloucestershire Align contractual incentives and penalties to support engagement and improvements in patient experience. 8.6 It is important that the commissioning directorates consider what information already exists from recent feedback and national and local patient experience data before asking for people s comments. 8.7 The commissioning directorates will put in place a process to: Receive the new patient experience data Act on it in an agreed manner and within an agreed timescale Feedback results of action to the patients concerned Review the patient experience within an agreed time period Ensure feedback systems work effectively across all commissioned services (NHS, independent sector and third sector organisations), including services commissioned from the PCT s own provider arm. 9. Provider Services: what NHS South Gloucestershire has in place and next steps 9.1 The provider services aim to create a culture that encourages staff to actively seek out, understand and use the patient experience as a key part of the service improvement process. 9.2 There is very little national data on the patient experience of community health services, as to date, national patient surveys have focused on acute hospital, mental health and primary care services. To address this gap, Provider Services have developed their own survey to ask patients what they think of the services provided by the PCT. The results from these surveys will feed into an improvement plan, setting out how the feedback will be used to improve services. 9.3 As with the commissioning directorates, NHS South Gloucestershire s Provider Services aim to build on the current approach to PPI and find additional opportunities for systematically using patient feedback to improve service provision. Provider services will: 13

14 Collect patient feedback about all services and develop an effective approach for using this information to improve services Inform patients about what changes have been made to services in response to feedback Ensure that all PCT staff delivering community health services are clear about their role in gathering patient feedback Develop a PPI Strategy specifically for Provider Services which will set out in more detail the approach to involving patients in service improvements 10. Resources and Support 10.1 Involving users and improving the patient experience is the responsibility of every NHS South Gloucestershire employee. The challenge is to ensure that PPI becomes integral to the core business of the PCT A modest specialist staff resource supports this integration. 11. Implementation of the PPI Strategy 11.1 The PPI Strategy aims to ensure that NHS South Gloucestershire is consistent with its approach to PPI, and will be reviewed on an annual basis through the Improving Patient Experience Committee (IPEC) The next step will be to develop Implementation Plans for both the commissioning and provider directorates to set out the detail of how the aims described in the Strategy will be achieved. It will be important that these are developed in partnership with key stakeholders, and that the plans detail the mechanisms to be used for involving patients and public in the work. The Implementation Plans will use the framework and objectives as detailed in Appendix 3. Louise Winn Head of Patient and Public Involvement December

15 Appendix 1 1 Objective/Purpose Improving the Patient Experience Committee Terms of Reference To provide strategic leadership for the development of Patient and Public Involvement (PPI) in the PCT. 2 Accountability To the PCT Board 3 Membership Non Executive Director Lead for PPI (Chair) Director of Primary and Community Care Executive Director Lead for PPI Associate Director of Acute Commissioning Associate Director of Communications Associate Director of Primary and Community Care Director of Clinical Development Director of Provider Services Equalities and Patient and Public Involvement Officer Head of Governance to act as liaison with integrated governance committee Head of PPI Host representative from South Gloucestershire LINk Non Executive Director Lead for Equalities PALS/Equalities Manager Participant representative from South Gloucestershire LINk Representative from the Care Forum on behalf of local health and social care voluntary/community groups in South Gloucestershire Representative from the Princess Royal Trust for Carers Representative from South Gloucestershire Council 4 Quoracy and Frequency of meetings The Committee will meet bi-monthly. It is quorate with 5 members including the Chair or a non-executive Director, one Director or Associate Director, the Head of PPI or substitute, and a non NHS South Gloucestershire representative. 15

16 5 Responsibilities The main duties of the Committee are to: A. Oversee and recommend the NHS South Gloucestershire PPI Strategy for Board approval B. Oversee the implementation of the PPI Strategy C. Ensure that the processes and systems are in place to understand patient experience across every aspect of the health services portfolio D. Recommend actions to improve the experience of patients using services commissioned or provided by NHS South Gloucestershire, utilising patient and public feedback; E. Develop NHS South Gloucestershire s ability to involve individuals and groups in the commissioning process; F. Monitor and evaluate patient and public involvement across the organisation to ensure that NHS South Gloucestershire fulfils its statutory PPI obligations; G. Act as a catalyst for promoting PPI in NHS South Gloucestershire to ensure it is central to all aspects of core business, working in partnership with local stakeholders; H. Sharing of best practice both within and outside NHS South Gloucestershire 6 Annual effectiveness review The annual effectiveness review of the Committee s work will be carried out during the month of March each year and will be conducted in line with the self assessment checklist recommended by the Audit Committee. 7 Date of review of Terms of Reference carried out November Date of adoption of Terms of Reference by the Trust Board To be sent to December Trust Board Meeting 9 Date for next review of Terms of Reference November

17 Appendix 2 Glossary of Terms The Care Forum - an independent voluntary and community sector infrastructure organisation working mainly across South Gloucestershire, Bath and North East Somerset, Bristol and North Somerset. Commissioning the process of identifying a community s social and/or health care needs and buying services on behalf of local people to meet those needs. This is the key function of NHS South Gloucestershire. Commissioning directorates the NHS South Gloucestershire commissioning directorates are responsible for commissioning health care services for people within South Gloucestershire. There are three directorates which broadly focus on: primary and community care acute and hospital care children s services Consultation the process for seeking the public s views on proposals for changing the way services are provided. NHS trusts are required to consult health scrutiny committees on substantial variations in the provision of a service. Department of Health (DH) the Government department responsible for delivering health and social care. Health Scrutiny Select Committee - local authorities with social service responsibilities have established Overview and Scrutiny Committees (OSCs) to undertake statutory health scrutiny and make reports and recommendations to NHS bodies. The South Gloucestershire OSC is called the Health Scrutiny Select Committee. Improving the Patient Experience Committee (IPEC) - a sub committee of the PCT Board. It has the responsibility for providing strategic leadership for the development of patient and public involvement across the PCT. Membership consists of both senior representation from across the PCT and non-nhs representation (IPEC Terms of Reference are included at Appendix 1). Local Involvement Network (LINk) LINKs provide local people the opportunity to influence health and social care services. Every Local Authority that provides social care services has been given Department of Health money to fund a LINk in their area and to employ an organisation to host it - to advise and support it. South Gloucestershire LINk is hosted by the Care 17

18 Forum. However it is up to the participants in the LINk to decide what priorities to concentrate on, how the LINk is run and how its funding is spent. Overview and Scrutiny Committee see Health Scrutiny Select Committee above. Patient Experience - information about what people think about the services they use which should be used to develop patient centred services. Patient and Public Involvement (PPI) Section 242 of the NHS Act 2006 sets out a legal requirement for Primary Care Trusts to involve users (including carers) of health services in the planning, development, and decision making about local health services. The legislation does not prescribe what involvement is, but it can range from information sharing to a formal consultation. Involvement is sometimes referred to as engagement. Personalisation personalisation refers to patients having a greater say in the service they receive based on an assessment of their specific needs. Ways of achieving this can include direct payments and individual budgets. Primary Care Trust (PCT) PCTs work with local authorities and other agencies locally to make sure that local health and social care needs are being met. PCTs are now at the centre of the NHS and control 80 per cent of the NHS budget. The PCT in South Gloucestershire is called NHS South Gloucestershire. Provider services NHS South Gloucestershire provider services provide a range of community services, including district nursing and health visiting. For a full list, see Stakeholder a person, group or organisation with an interest in a service. Strategic Health Authority (SHA) SHAs manage the NHS locally and are a key link between the Department of Health and the NHS. 18

19 Directorate: Patient and Public Involvement Implementation Plan Appendix 3 Aim Objective Why this is important Key success criteria Progress Lead To show evidence of improved patient experience as a result of involvement activity Create at least two processes by March 2011 to ensure PPI involvement and engagement impacts upon the content of two service improvements in the provider arm and two other changed services commissioned by NHS south Gloucestershire.

20 Aim Objective Why this is important Key success criteria Progress Lead To ensure that the views and experiences of local people and patients influence the commissioning process and provision of local health services To systematically record by March 2011 at least four different types of involvement activity and set out how it has impacted on decisions about healthcare services To enable everyone within South Gloucestershire to have a say about local health services To ensure that by March 2011 at least four examples of information about consultations and broader involvement is widely available and that there are a range of ways to feed back comments 20

21 Aim Objective Why this is important Key success criteria Progress Lead To demonstrate that public views make a difference to the way the PCT works To share with patients and the public, by March 2011, at least four examples of the direct impact their views have had on decisions, and when appropriate, hold events to feedback the outcomes of involvement To meet statutory obligations, including support of the scrutiny process By May 2011, produce an annual report of PPI activity which evidences how people were involved in the planning, development and decision making about local health services 21

22 Aim Objective Why this is important Key success criteria Progress Lead To deliver on the principles that underpin the NHS Constitution To produce by March 2011 at least two programmes of work aimed at ensuring that the public of South Gloucestershire are aware of their rights under the NHS Constitution and are enabled to exercise these rights. 22