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Centre of Public Scrutiny 2012 Awards – Transforming Services

Learn how Bassetlaw Hospital improved community communication through innovative scrutiny methods, leading to a cultural shift in health service delivery and a commitment to ongoing improvements. Discover transferable lessons for building relationships and achieving effective dialogue.

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Centre of Public Scrutiny 2012 Awards – Transforming Services

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  1. Centre of Public Scrutiny 2012 Awards – Transforming Services Gillian Blenkinsop Corporate Development and Policy Manager

  2. What we did? • Reviewed the plans for future service delivery at Bassetlaw Hospital • Carried out the review at a time of intense public and political interest in the Hospital’s future • Worked in a new way for scrutiny • holding extra-ordinary meetings of our Overview and Scrutiny Committee to hear evidence from senior managers and clinicians • working in closed session with our health select panel • working with a co-opted health clinician

  3. Some of the challenges? • Knowledge base • Ensuring an impartial, informed and evidenced based approach – keeping the politics out of the review • Nervousness of health partners • Technical nature of the review • Understanding and managing the information • Dealing with scrutiny in a two-tier area • Ensuring there was an end product

  4. What did we achieve? • More clarity in communications with the wider community from Bassetlaw Hospital • More pro-active marketing of hospital services • Cultural change amongst health service professionals in recognising the value of democratic challenge • More focus on planning the patient experience • A commitment to more effective communication and dialogue with the local community over current and future plans for service changes

  5. What did we achieve? • Improved relationships with the health sector • A commitment to hold an Annual Health Summit to review the key structural changes in health and changes in commissioning arrangements in 2013 • Members were actively engaged in re-shaping part of the maternity service • Members were significantly up-skilled – in their questioning skills, their knowledge of health service commissioning and service delivery

  6. What happens next? • We face the same challenges as everyone else in terms of “selling” the benefits of scrutiny • The external recognition was positive • Now we have got to review what we do and how we do it • There is a case for more external scrutiny • But equally a focus on issues that are taking priority internally may secure a more sustainable future for scrutiny

  7. Are there any transferable lessons? • It is all about building relationships • Internally – • getting “buy-in” for external scrutiny - from Members and officers • Externally – establishing a credible process and a relationship that works – co-operation counts

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