To ensure the responses received during engagement were fed back to the workstreams, a number of reporting lines have been established: These have included: Updates to Programme Executive Group meetings (fortnightly) Updates at Programme meetings (monthly) Feedback session to Senior Responsible Officers workshop (30 March 2016) Feedback session to Senior Responsible Officers workshop (27 April 2016) Draft Interim Engagement Report circulated to programme board members (July) Additionally, noteworthy papers and submissions have been forwarded to relevant members within workstreams to ensure they were aware of innovative or novel suggestions, observations or recommendations contemporaneously with the engagement programme. Conclusion In closing the meeting, Professor Stephen Singleton said that when the NHS is challenged, as West, North and East Cumbria is, people almost inevitably focus on particular elements of change. For example, people think about where their babies are going to be born or about the number of beds in their local cottage hospital. However, it’s important that, as we change to address our challenges, other elements do not get neglected. The first is mental health and wellbeing in the area. This has been affected by deprivation and the loss of opportunities like jobs and housing. This loss has made it vital for Cumbria to catch up the rest of the country’s achievements in health and wellbeing. Second is the development of general practice, including recruitment, to support all the other work undertaken by health and care organisations in the area. The local NHS and its partners need to work as a community to support and retain our GPs to undertake essential work with us, such as developing the model for integrated care communities. Third, every member of staff and every service needs to change to become more efficient, more productive and rely less on the funding we currently have. This will allow us to reduce our deficit; invest in new services in the community and do a better job in mental health and public health. We are heading towards a period of formal consultation after which some decisions will be taken in the New Year. The Success Regime is committed to working with the community and its partners to co-produce the answers to address our challenges. This is not a of choices we need to make immediately, Dr Singleton concluded. ‘menu’ These improvements will take years and we are in it for the long haul. And in order to make these improvements, everybody and everything has to change. ENDS
To ensure the responses received during engagement were fed back to the workstreams, a number of reporting lines have been established: These have included: Updates to Programme Executive Group meetings (fortnightly) Updates at Programme meetings (monthly) Feedback session to Senior Responsible Officers workshop (30 March 2016) Feedback session to Senior Responsible Officers workshop (27 April 2016) Draft Interim Engagement Report circulated to programme board members (July) Additionally, noteworthy papers and submissions have been forwarded to relevant members within workstreams to ensure they were aware of innovative or novel suggestions, observations or recommendations contemporaneously with the engagement programme. Conclusion In closing the meeting, Professor Stephen Singleton said that when the NHS is challenged, as West, North and East Cumbria is, people almost inevitably focus on particular elements of change. For example, people think about where their babies are going to be born or about the number of beds in their local cottage hospital. However, it’s important that, as we change to address our challenges, other elements do not get neglected. The first is mental health and wellbeing in the area. This has been affected by deprivation and the loss of opportunities like jobs and housing. This loss has made it vital for Cumbria to catch up the rest of the country’s achievements in health and wellbeing. Second is the development of general practice, including recruitment, to support all the other work undertaken by health and care organisations in the area. The local NHS and its partners need to work as a community to support and retain our GPs to undertake essential work with us, such as developing the model for integrated care communities. Third, every member of staff and every service needs to change to become more efficient, more productive and rely less on the funding we currently have. This will allow us to reduce our deficit; invest in new services in the community and do a better job in mental health and public health. We are heading towards a period of formal consultation after which some decisions will be taken in the New Year. The Success Regime is committed to working with the community and its partners to co-produce the answers to address our challenges. This is not a ‘menu’ of choices we need to make immediately, Dr Singleton concluded. These improvements will take years and we are in it for the long haul. And in order to make these improvements, everybody and everything has to change. ENDS
CSR_-_stakeholder_update_briefing_FINAL_August_16.docx