The development of Local Healthwatch in Kent Part one: key findings

More documents

Recommendations

Info

learning from LINks and seek to overcome some the barriers to successful public engagement in new ways. Key themes included: • The limits to which LINks has been able to be representative of different groups in Kent and to involve them directly in it’s work • Limits to the general awareness of the role of LINks across Kent • The need to strengthen relationships with commissioners • The perception of a greater focus by LINks on health rather than social care • The importance of providing feedback on LINks activities and their impact • Ways to prioritise work in a transparent way • Internal decision making processes Most participants in the statement of readiness assessment felt that whilst K LHW will build on the LINks experience it will be a different organisation with a broader range of functions and as a consequence will draw on a wider set of tools and methods. Healthwatch as a consumer champion The shift to the consumer model was welcomed by the majority of participants as it complimented the commissioning perspective in health and social care. There was a recognition that commissioners were spending the money of local Kent people and that the public should be empowered to be more aware of how this was taking place. There was also a universal view that an informed consumer voice was in the best interests of effective commissioning and that it could enhance the commissioning process with intelligence from those receiving services from providers. To be an effective consumer champion K LHW will need to: • Identify and build relationships with consumers • Recognise the diverse and different needs of people in Kent • Provide mechanisms for them to share their views and experiences • Provide them with clear and relevant information • Coordinate individual consumers to enable them to act as a group and have a collective influence • Present their views and collective experiences in an effective way • Be present and observe practice and performance in provider organisations • Be representative in terms of the staff and volunteers involved directly in the work of Healthwatch 20 The development of Local Healthwatch in Kent: assessing readiness for Local Healthwatch
K LHW will need to use a mix of communication methods to reach the public. These include: • Face to face • Workshops • Telephone • Traditional mass media • Web based communication • Social media The title of ‘Healthwatch’ has been well received and participants felt that the branding was helpful in explaining the purpose of the organisation. An important point was made by many participants that there would need to be a clear distinction between this new initiative and the current Kent Health Watch. As an effective consumer champion, K LHW will need to focus on: • Quality of services • Co-design and co-production of services • Monitoring and evaluation of services • Transparency of the commissioning process • Accessibility of services • Risk and patient safety K LHW will need to understand where decisions are made within health and social care organisations and ensure that it can promote local voices at these distinct points. A mapping of decision making processes and timetables would enable K LHW to coordinate its engagement activities. Social care issues were very important to all participants and they wanted to see a clear strategy from K LHW to address them. There was a recognition of the tendency for health issues to take priority and it was important to balance this in the design phase. K LHW should be an advocate and driver for the integration of health and social care issues. Working from the patients perspective K LHW will be well placed to highlight the ways that services can be connected and provided in a seamless way. For professionals working across health and social care there was a strong desire to have a consumer champion who could drive this issue and provide informed challenge to commissioners. There was a concern that K LHW may replicate existing silos in the health and social care system and it is important that this is recognised and avoided. Part one: key findings 21
Page 1 and 2: The development of Local Healthwatc
Page 3 and 4: Contents Executive Summary.........
Page 5 and 6: A range of suggestions and practica
Page 7 and 8: The assessment has engaged a wider
Page 9 and 10: These themes formed the basis of ke
Page 11 and 12: Stage Five: Reporting The final sta
Page 13 and 14: • A free-flow of information to e
Page 15 and 16: Key themes from the breakout sessio
Page 17 and 18: • All parties welcome informed ch
Page 19: Evolving from LINks Participants’
Page 23 and 24: It was felt that a proper understan
Page 25 and 26: and K LHW will need to collaborate
Page 27 and 28: e a risk as local people may get co
Page 29 and 30: Debates During the statement of rea
Page 31 and 32: Healthwatch Development 6. The Loca
Page 33 and 34: 15. In parallel with the developmen
Page 35 and 36: 21. It is important to recognise th
Page 37 and 38: Inclusion 30. A written strategy fo
Page 39 and 40: 38. Ensure the video of the ‘Ever
Page 41 and 42: Julie Van Ruyckevelt, West Kent Pri
Page 44: The Centre for Public Scrutiny Loca

The development of Local Healthwatch in Kent Part one: key findings

Create successful ePaper yourself

Delete template?

Save as template?