Paper 4 PHR UDI Deliverable 3 Engagement Approach Draft Public Health Reform Programme Board 23 rd July 2018

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1 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Underpinning Data and Intelligence Commission Deliverable 3: Draft of approach to customer, including stakeholder mapping As part of the process of public health reform, and creating, it is important to understand the needs of the users of our outputs, understand how to best make an impact on public health outcomes and priorities, how best to meet the needs of our sponsors and funders, and how to fit into the busy environment of organisations to ensure that our contribution is valued and does not duplicate the work of others. To do this we have defined our stakeholders from an underpinning data & intelligence perspective - that is, the range of individuals and organisations who have an interest in this agenda and what each of their interests are and how much weight we should put on each of their views. The stakeholder analyses had informed how we will involve others in helping us with the reform process. The stakeholders in relation to data and intelligence are very similar to those for public health reform overall, but there are specific stakeholders that we wish to interact with that may be less important to the overall process. We have used the Mitchell and Agle approach to classifying stakeholders using two dimensions: power and interest (Figure 1), but with an additional component around need. We have also identified agencies working in the same arena (e.g. Healthcare Improvement, Glasgow Centre for Population Health, Analytical Service Divisions) and have a (titled Wider relevant workforce ) which will enable boundaries and relationships to be explored and articulated. Figure 1 The Mitchell and Agle stakeholder classification Our stakeholder list is in appendix 1. The key stakeholders for the Underpinning Data & Intelligence commission are listed under group 1 Manage closely. From this list we have identified some stakeholders with whom we are undertaking early fact finding August (see those highlighted in yellow in the appendix). From this group we want to understand their viewpoint to inform our options appraisal to inform our thinking to support delivery 5 (defining the future state).

2 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Small stakeholder events will also occur between now and mid-september to aid development of the seven s we have established to take forward key aspects of deliverables 4 and 5. Subsequent stakeholder will be planned in line with the other commissions and will occur after development of our options appraisal (October onwards). As per timetable, we will submit detailed proposals for this wider stakeholder by end August 2018 this will include staff around the options appraisals and joint s with other commissions / reform team.

3 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Appendix 1: Stakeholder mapping and draft plans Group 1 :Manage Closely (1a) We want to understand reactions - influence Analytical Service Divisions within (including Health, Justice, Education) National Services Board and NHS Health Board National Information Leads (Boards) Police / Partners Community Planning Partnerships Community Planning Managers Network NHS Health National Services Employee Directors Workforce NHS Health, National Services Board and NHS Health Board NHS Boards Community Planning Understanding of data and intelligence requirements Narrative on impact on policy area(s) Co-ordination between ASDs and to understand how they can support each other and avoid duplication of effort Consistent Messaging Understanding of data and intelligence requirements and how NHS Board information departments support public health both nationally and locally. Understanding of data and intelligence requirements Local leadership with partnership and local communities + through "Wider relevant workforce" Staff

4 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 (1b) We want to understand their needs Improvement Service Policy leads Local Digital Office Digital Strategy team Health and Social Care Partnership Chief Officers SOLACE/ Local Authority Chief Executives Healthcare Improvement Local Local Health and Social Care Partnerships Local policy areas Consistent Messaging with Key Stakeholders to understand their data and intelligence requirements policy areas Narrative on impact on policy area(s) Case Studies Specific on work to establish the new digital agency and how this will interact with Public Health policy areas Consistent Messaging policy areas Consistent Messaging Understanding their data and intelligence requirements Co-ordination between HIS and to understand how the two bodies can support each other and Early planned for July/August + through "Wider relevant workforce" + Through "Wider relevant workforce"

5 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 avoid duplication of effort

6 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 (1b) We want to understand their needs - continued Council for Voluntary Organisations Voluntary Action Community Development Centre Health and Social Care Alliance Directors of Academic Public Health Public / Third sector Understanding Case for Change with members Innovation Consistent messaging Understanding their data and intelligence requirements policy areas on direction Learning from UK public Health systems Public Understanding Case for Change of direction Ownership Glasgow Centre for Population Health (GCPH) Innovation In collaboration with the research commission Through PHR team activities Through "Wider relevant workforce" Chartered Institute for Housing Federation of Housing Associations Professional Bodies Co-ordination between GCPH and to understand how the two bodies can support each other and avoid duplication of effort

7 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Group 2: Keep satisfied Deputy Directors, Agency sponsor, currently Gareth Brown for NHSHS, Christine McLaughlin for NSS COSLA H&SC executive lead Chief Executives Faculty of Public Health () Health Promotion Managers Local / Territorial Boards policy areas on direction policy areas Consistent Messaging Through PHR team Through members

8 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Group 3: Monitor CoSLA Health and Social Care Committee Health and Sport Committee MSPs Collaboration for Research and Policy Academic Public Health Poverty and Inequality Commission Local Parliament Understanding of the need for change on direction Learning from UK public Health systems on direction with network innovation Spokesperson

9 Paper 4 PHR UDI Deliverable 3 Approach Draft Reform Programme Board 23 rd July 2018 Group 4: Keep Informed Nursing Directors Integration Joint Boards Chairs England British Medical Association Royal College of Nursing Royal Environmental Health Institute for Society of Chief Officers of Environmental Health in (SoCOEHS) Food Standards Environmental Protection Agency Health and Social Care Partnerships Professional Bodies Regulatory Bodies Learning from reform Understanding Case for Change with members Consistent messaging Understanding Case for Change Narrative on policy area Through "learning" Board Chairs Medical Directors Planning Directors Through PHR team