ITEM 8 Engagement and Participation
North Lanarkshire Council · 22 May 2024
Back to IJB Performance, Finance and Audit Committee — 22 May 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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REPORT Item No: 8 SUBJECT: Delivering for Communities – Engagement & Participation TO: IJB Performance, Finance and Audit Committee Lead Officer for Report: Morag Dendy, Head of Planning, Performance and Quality Assurance Author(s) of Report Maria Williamson, Senior Manager, Quality Assurance DATE: 22 May 2024 1. PURPOSE OF REPORT This report seeks approval from Committee for the North Lanarkshire Engagement & Participation Strategy 2024-2027. This strategy further embeds and supports engagement and participation across our structures and communities. This paper is coming to the IJB PFA for: For approval ☒ For endorsement ☒ To note ☐ 2. ROUTE TO THE BOARD This paper has been: Prepared By: Craig Tobin, Senior Officer, Quality Assurance ☒ Reviewed By: Maria Williamson, Senior Manager, Quality Assurance ☒ Endorsed By: Morag Dendy, Head of Planning, Performance and Quality Assurance ☒
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3. RECOMMENDATIONS It is recommended that the IJB PFA committee: (1) Approve the North Lanarkshire Engagement & Participation Strategy 2024 - 2027 (2) Endorse the approach and the contents of the report. 4. VARIATIONS TO DIRECTIONS? 5. BACKGROUND/SUMMARY OF KEY ISSUES 5.1 Since our last report to Committee in May 2023, there has been continued focus on further developing our overall approach to invest and resource engagement and participation that ensures the voices of supported people; carers and our communities are strengthened. 5.2 Co-production work has been ongoing to refresh the Engagement and Participation Strategy 2024-27. There have also been several stakeholder events held to help shape content and ensure the National Standards for Community Engagement, promoted by Scottish Community Development Centre, have been applied throughout. 5.3 As part of the work to refresh the Strategy led by the Strategic Engagement and Participation Working Group (SEPWG), a visual diagram has been designed to show the three main areas of investment that supports Engagement and Participation across our communities (Community, Carers and Supported People). The diagram, on the second page of the strategy attached at Appendix 1, highlights our ambition to ensure strong voices to: Improve communication and increase connections. Increase awareness of what matters. Increase capacity for early intervention and prevention. 5.4 Following on from the successful procurement exercise resulting in a contract award to North Lanarkshire Disability Forum (NLDF) as the lead partner, alongside Lanarkshire Links and Voice of Experience Forum, as reported to Committee in September 2024, work has begun again on the recommendations from an independent review of our engagement and participation structures concluded in June 2022. Yes ☐ No ☐ N/A ☒
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5.5 There is a long history of engagement and participation in North Lanarkshire and the strength of connection across our network continues to promote involvement and representation to amplify voice. There have been some key achievements over the past year as set out below. Engagement and Participation Strategy 2024-2027 5.6 Over recent months a focused effort has been directed towards refreshing the Engagement & Participation Strategy that will serve as the foundation across all areas of our work. In the development of the Strategy, we have actively engaged with stakeholders; representatives of community-based organisations, supported people, carers, and staff teams. 5.7 Learning from these sessions has highlighted what is considered good engagement and participation and provided confirmation that the refreshed strategy should: Be short and user friendly. Be an overarching strategy that can guide communication and action planning across all areas of services and supports. Build from the current strategy, including what we have learned and what people have told us. 5.8 It is anticipated that the Strategy will support all stakeholders across our networks as it is written in plain English to ensure it is accessible to people who do not work in the sector but have an interest or are receiving services and supports. The Strategy is included as appendix 1. Strategic Engagement and Participation Working Group 5.9 The primary function of the Strategic Participation and Engagement Working Group (SEPWG) is to drive forward the principles aligned to our Engagement and Participation Strategy. This group was re-established in the last year and has led on the coordination and development of the Strategy 2024-27. 5.10 The group brings together representation from across the authority and includes people who have a role to support and develop engagement and participation. The primary objective is to coordinate various activities aimed at fostering robust and effective engagement and participation across North Lanarkshire. 5.11 Its purpose is to streamline and synchronise initiatives that prioritise community involvement, ensuring that the voices, needs, and perspectives of people in North Lanarkshire are not just heard but actively integrated into the design and delivery of our services. Embedding Participation
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5.8 There has been good progress to increase the resource and capacity across community-based organisations to strengthen the voice of supported people, including those harder to reach e.g. BAME, LGBTQI+ and those in more rural communities. 5.9 We recognise the importance in ensuring that engagement and participation is meaningful and not tokenistic, so the principles of engagement and participation are now included in the Staff Induction programme, both as written information and as a direct input to programme for new social work and social care practitioners. 5.10 A wide range of stakeholders have been actively engaged in the development of the Strategy through consultation and direct involvement. Promotion to implement the Strategy will be a shared responsibility and will include awareness raising and the development of practical tools to support: An evidence base on how people experience services and how their experience shapes and improves future development of services and supports. The voice of supported people in our communities Increased capacity for early intervention and prevention. Two-way communication and a strengthened feedback loop back to decision makers Increased feedback and the role of lived experience in improvement of services and supports. Increased connections with supported people and communities that are harder to engage with. Increased awareness about what is important to supported people and their communities. 5.11 The refresh of our Locality Planning Group arrangements and alignment with the Locality Planning Teams and Community Boards is underway. Once finalised, this will provide sector, locality, and thematic forums, which can be influenced and shaped through engagement and participation with our Communities, Carers and Supported People. Care Opinion 5.12 We recognise the importance of feedback, so have actively promoted the use of Care Opinion, which is an independent, non-profit, web-based feedback platform where people submit stories to share their experiences of health and social care services. These can be both positive and negative. They are moderated and quickly forwarded to the relevant area of service who can respond directly to the story. Since 2020: 310 stories have been submitted through Care Opinion by people of North Lanarkshire. 239 of these stories have been shared in the year April 2023-March 2024.
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Most stories received a response from the service within 24 hours. 6. CONCLUSIONS 6.1 Previous reporting outlined our intention to create an Active Participation and Coordination remit, hosted by one lead organisation, which is now in place. This approach supports our ambition to: Involve people in the decisions that affect their wellbeing. Utilise feedback on the experiences of people to improve our services. Design services and supports based on what matters to people. Ensure a person-centred approach that follows the principles of Getting it Right for Everyone 6.2 This increased focus and additional investment, following our last report to Committee has helped develop our overall approach to promoting engagement and participation and in ensuring the voices of supported people, carers and our communities are strengthened, which is highlighted in our strategy 2024- 27. 6.3 Communities, Carers and Supported People are engaged, included and represented to the extent they wish to be. 6.4 Better opportunities exist for under-represented and seldom heard people to participate and have their voices heard. 6.5 The principles of engagement and participation are fully embedded across all our structures.
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7. IMPLICATIONS 7.1 NATIONAL OUTCOMES Link(s) to National Health and Wellbeing Outcomes People are able to look after and improve their own health and wellbeing and live in good health for longer ☐ People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonable practicable, independently and at home or in a homely setting in their community ☐ People who use Health and Social Care Services have positive experiences of those services, and have dignity respected ☒ Health and Social Care Services are centred on helping to maintain or improve the quality of life of people who use those services ☒ Health and Social Care Services contribute to reducing health inequalities ☒ People who use Health and Social Care Services are safe from harm ☐ People who work in Health and Social Care Services feel engaged with the work they do and are supported to continuously improve the information, support, care and treatment they provide ☒ Resources are used effectively and efficiently in the provision of Health and Social Care Services ☐ 7.2 ASSOCIATED MEASURE(S) 7.3 FINANCIAL This paper has been reviewed by Finance: 7.4 RISK ASSESSMENT/RISK MANAGEMENT Relevant Risk Register Details Current Risk Level Risk Owner n/a Choose an item. Yes ☐ No ☐ N/A ☒
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7.5 ENGAGEMENT & PARTICIPATION Please tick the engagement and participation objectives that link(s) with this piece of work and provide further details regarding the engagement and participation that was undertaken. Objectives Further Details ☒ Involve stakeholders in the development work aimed at achieving the national outcomes Consultations with people and stakeholders to develop the Engagement and Participation strategy to localise the approach to the national outcomes. Critical friends’ meetings were facilitated with community representatives, carers, staff, and communities. Staff were consulted at various meetings including the roadshow and Strategic Programme Board meeting. ☒ Provide stakeholders with information on how to get involved. Communication and style of communication has been considered at every milestone opportunity to reflect developments and key stakeholders and audiences linked with to ensure maximum involvement. We have utilised the representation at the Strategic Engagement and Participation Working Group to disseminate information on getting involved. Engagement and Participation activity will be ongoing, and we will ensure that communication remains two way and information loop which will always be completed. We will ensure that stakeholders have opportunities through participatory self-appraisal, learning events, service reviews.
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☒ Ensure a diverse range of engagement and participation and opportunities are in place to suit different needs Staff have started to create opportunities but will consider the method in which this is applied to ensure equal access. This strategy aims to ensure that a diverse range of engagement and participation opportunities that suit different needs can be created. ☒ Measure how well we involve community stakeholders in the planning, design and delivery of our services The strategy will ensure that we measure success and what success looks like. The Strategic Engagement and Participation Working Group will ensure that this a priority. Success will take different forms but the feedback loop, to ensure we have knowledge of what matters to people, will be enhanced. ☒ Provide regular feedback on how stakeholder engagement and participation is shaping and influencing service development and delivery Part of the development of this strategy is to enhance continued communication throughout the partnership. Communication channels will be utilised and lead by the Corporate Communications representative at the SEPWG meetings. ☒ Provide support to enable stakeholder representatives to participate meaningfully and confidently at meetings. To ensure that stakeholder representatives can participate meaningfully and confidently at meetings adequate support was offered prior to. Clear communication was provided stakeholders with relevant information in advance of meetings, including agendas, background materials, and any necessary context. This helped them prepare and contribute effectively. We created a welcoming and inclusive environment that values the contributions of all. We provided resources such as meeting facilities.
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☒ Develop participation guidelines to ensure a common understanding and set of expectations for both stakeholders and partnership staff Clear goals were set with achievable timescales decided as a collective at the SEPWG meeting. A checklist for E&P to support people and staff with Engagement and Participation is being co- produced as a resource to ensure consistency in the approach for E&P across the partnership. The strategy will be the high-level reference to support people facilitate meaningful engagement across services and supports. ☒ Support engagement planning and participation in localities, taking account of other engagement activity and local plans across the Community Planning Partnership There is a flow of communication around agreed actions in response to engagement participation. Linkage to work with the community boards and LOIPS has been considered. Action planning will see this further explored and improved in collaboration with teams. 7.6 INEQUALITIES & FAIRER SCOTLAND DUTY EQIA Completed & Fairer Scotland Impact Assessment Form Completed and attached to report: EQIA completed but not attached to report. EQIA added to website: EQIA will be made available following the launch of the strategy. Yes ☒ No ☐ N/A ☐
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8. BACKGROUND PAPERS N/A 9. APPENDICES Appendix 1Engagement & Participation Strategy 2024 – 2027 CHIEF ACCOUNTABLE OFFICER (or Depute) Members seeking further information about any aspect of this report, please contact the following: Maria Williamson, Senior Manager, Quality Assurance, williamsonm@northlan.gov.uk Yes / Date added ☐ No ☒ N/A ☐
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Appendix 1 (Review date Oct 2025) Foreword
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It is my pleasure to introduce our new Engagement and Participation strategy for University Health and Social Care Partnership North Lanarkshire. This strategy aims to empower our community members, practice, staff, and partners to actively participate in decision-making processes to shape the future of our services and supports. In amplifying the voices of people in North Lanarkshire, I am confident that we can create a collaborative and inclusive North Lanarkshire. Professor Ross McGuffie Chief Officer, University Health and Social Care North Lanarkshire What people said about the development of this strategy “We should not be making decisions without supported people being involved.” (UH&SC staff member) “People are more likely to be involved if they see their involvement leading to change” (Representative from partner organisation) “100 page documents? Need for breakdown and summary we like bite sized chunks!” (Representative from supported people and carers) What is University Health and Social Care North Lanarkshire (UHSCNL)? We are a caring and empowering partnership, dedicated to working with our communities to enable people across North Lanarkshire to lead independent, fulfilling, and healthier lives. We have established partnership agreements with a range of organisations. By enhancing and extending our work through these agreements we aim to develop sustainable, innovative, and practical solutions to health and social care challenges that directly benefit our communities and our workforce.
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Our Vision A culture of engagement and participation, with the people of North Lanarkshire, is embedded in all aspects of health and social care. By • Improving communication and increasing connections • Increasing awareness of what matters • Building the capacity for early intervention and prevention There will be strong voices influencing and shaping decisions that affect people- from individual care planning to strategic decision making.
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Everyone with an interest or part to play in improving wellbeing in North Lanarkshire. This includes supported people, people with lived experience, staff, volunteers, carers and the wider communities Engagement and participation is part of everything we do as part of community planning in North Lanarkshire. It ties in to all strategies, cuts across all areas of work and a people first approach. It is one of the programmes of work within the UHSCNL Commissioning Plan 2023-26. It will facilitate engagement, meaningful participation and support strong voices. Our Strategy will cover a three year period, 2024-27, with regular reviews and updates to ensure it continues to be relevant. Our Strategy will be implemented across North Lanarkshire, encompassing all health and social care services, partnerships, communities and people.
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Our Strategy will be implemented through a range of activities • learning and education for staff • the Communications Action Plan • involvement in service planning • commissioning and delivery • development of accessible information Action Plans for relevant areas of services and supports will incorporate the principles of this Strategy. Meaningful engagement and participation will help bring about improved wellbeing for people and more valued and effective ways of working, services and supports across University Health and Social Care NL.
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(Develop into a graphic) This Group (1) building from (2) affected by (3) engaged with (4) asking (5) to come up with (6) People • Direct the care and support people receive • A pply and develop skills, knowledge and experience • Are motivated to make a difference Builds trust , improves outcomes and leads to higher satisfaction. Practice Is b etter informed and there are improvements in • Person - centred practice and decision making • Assessment and planning • Outcomes • R e lationships Services and supports are • B etter targeted, more relevant, and appropriate • I nfluenced by f resh perspectives, new ideas and relevant experiences • M ore accountable The evidence base is informed by actual need UHSC NL A s hared vision supports • C lear planning • S tructured, co - ordinated and consistent approach • E fficient allocation of resources • C ultural change and active citizenship . The requirements of legislation, policy and strategic drivers are met .
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6. University Health and Social Care NL Engagement and Participation Strategy 5. We asked… How do we ensure meaningful engagement and participation? 5 . We asked… What are the barriers and enablers to engagement & participation in UHSC NL ? . 5 We asked… What more can we do to enable people to engage & participate meaningfully? 5 . We asked… What does positive change look like for UHSCNL in relation to engagement and participation? 1. Strategic Engagement and Participation Working Group N orth L anarkshire C ouncil NHS L anarkshire U niversity H ealth & S ocial C are N orth L anarkshire N orth L anarkshire C arers T ogether Scottish Care N orth L anarkshire D isability F orum V oluntary A ction NL Community Solutions 4. Partners Supported People Carers Communities People of NL Staff and Volunteers 3. Key Drivers National Outcomes The Plan for NL UHSC NL Strategic Commissi on ing Plan National Standards for Community Engagement Planning with People Equality Framework 2. Building from Engagement and P articipation S trategy 2021 - 24 Self evaluation Improvement planning Feedback and reflection
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18 National Standards for Community Engagement These standards were developed and promoted nationally and are important to us in NL because we want to: o create an approach where well-being and dignity are prioritised o ensure that the services and supports are person-centred, strength based and adapt to the unique circumstances of individuals and groups o facilitate a shared responsibility, encouraging everyone to work together towards common goals The framework for our strategy is based on the National Standards for Community Engagement. The views and opinions about engagement and participation were grouped around each of the National Standards. This has informed the key statements about how we will apply each standard
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19 Inclusion Making it easier for individuals, groups, and communities to express what matters and what is important. • Understand and address the barriers to active participation • Reach out and connect to diverse and underrepresented groups • Apply a range of methods and approaches that support inclusion • Offer support and alternatives, considering digital inclusion • People are recognised and respected as experts in their own lives Support Enabling individuals to live as independently as possible and empowering them to direct their own care planning and collective decision-making. • Seek, recognise, and develop opportunities to support engagement and participation • Support learning opportunities to further knowledge, understanding and application • Recognise and invest in resources to realise goals and ambitions o Time to connect, build relationships, share ideas, prepare methods, deliver, digest, and follow up o Staff to support connections, have conversations and overcome barriers for individuals o Space for people to come together in accessible places on their own terms o Funds to enable activities and programmes of work o Connections with skills, knowledge, organisations, and networks Planning Planning for engagement and participation is vital. It should ensure there is a clear purpose and shared ambitions. • Engagement and participation activities are planned the right way, as opposed to the quick way • People’s involvement, their ongoing journey and personal goals are supported • There is a shared understanding of what is being asked, why we are asking and what the endpoint is • Plan for closing the feedback loop
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20 • Communicate plans operationally and strategically to ensure oversight and coordination • Engagement and participation activity is shared within planning and reporting Working Together Collaborating with colleagues, professionals, supported people and carers to develop innovative solutions and a more integrated approach to wellbeing. • Make it clear what is expected and what can be achieved • People’s definition of needs, problems and solutions differ from those of professionals • Everyone’s contributions, experience and knowledge are valued and respected • Through involvement, people are empowered to learn, develop, and influence change • Barriers are identified and challenged; solutions are identified together • Integrate knowledge and expertise of appropriate individuals, groups, and organisations Methods Utilising a variety of approaches and engagement methods to ensure that everyone has an opportunity to participate in a way that suits them. • Seek, recognise, and develop opportunities to support engagement and participation at every point of contact • Target and link to those who are, or will be, affected by planned change • Utilise a range of approaches, tools, and methods to o work in ways that are accessible o find out what matters to people o achieve shared goals Communication Having clear and open communication reflecting the Standards and ensuring a shared understanding. • Ensure communication is timely, uses plain language, is culturally sensitive and available in accessible formats • Review communications to maximise opportunities to better engage and support participation
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21 • Strengthen our communication pathways to o Widen the reach o Communicate clear expectations o Share progress and feedback with those involved o What people have to say is heard by those who make decisions • Recognise and share achievements Impact Continuing to learn from actions taken and evidence of what works • What happened? • What was learned? • What changed as a result? • What was the impact on those involved? • What was the impact on our practice, services and supports? • What do we do now? To assess the impact • The variety and frequency of actions to embed engagement and participation into practice are assessed • Evaluation and reflective practice enable learning to be identified • Through evaluation we are aware of the impact for people involved • Through self-evaluation we are aware of how voices have influenced change • Quality Assurance processes include assessment of engagement and participation activity • Engagement and participation activity is apparent in reporting across UHSCNL structures • Increase in application of a co-production approach • Analysis of 6 monthly reporting on Comments, Compliments and Complaints • Quarterly reporting on Care Opinion • The Quality Framework (reference this) that includes self-evaluation of engagement and participation is applied
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22 What we mean when we say... Inclusion of definitions of terms used in the strategy (To be completed) Inclusion of electronic weblinks to stakeholder groups, strategies and plans (To be completed) Engagement and participation activities that target children and young people should be informed by our strategies, plans and guidance specifically for children and young people. North Lanarkshire Children’s Services Plan and the GIRFEC Website.
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23 Direction from North Lanarkshire Integration Joint Board (IJB) 1 Reference Number 2 Report Title 3 Date direction issued by IJB 4 Date from which direction takes effect 5 Direction to: 6 Does this direction supersede, revise or revoke a previous direction – if yes, include reference number(s) 7 Functions covered by direction 8 Full text of direction 9 Budget allocated by Integration Joint Board to carry out direction 10 Performance Management / Governance arrangements 11 Date direction will be reviewed