You said, we did

Topic/ conversationWhat you told usHow you told usWhat we did
CAMHS parent group (Middlesbrough)-. The group exists to raise concerns from parents/young people to service managers to improve the current service.Consultation with the CAMHS parents group has helped shape what health information should be on the SEND Local Offer websitesCAMHS parents groupJointly worked with the with the Local Authority to update the Local Offer websites
Parents for change (Middlesbrough LA Group)Close working relationships with the group have allowed a process in which the group can raise issues with pathways/services which will then be raised with the relevant department.  
During the creation of the SEND Written Statement of Action (following Ofsted/CQC local inspection), Parents for Change attended workshops and fed in their thoughts about what needed to change locally. Attendance at workstream meetings continues with valued input into workplans.
Representatives for the CCG have attended coffee mornings, conferences and planned meetings arranged by Parents for ChangeRepresentatives for the CCG have attended coffee mornings, conferences and planned meetings arranged by Parents for Change which has allowed parent feedback to be taken into consideration at joint strategic meetings with the Local Authority.
Parent/Carer forum (Redcar and Cleveland LA)
Representatives from the CCG attended the Parent/Carer conference where a presentation was given on CCG responsibilities.
A process was put in place for the group to raise issues if needed. Representatives from the parent/carer forum attend the Written Statement of Action workstream meetings (following Ofsted/CQC local inspection) in order to feed in parent thoughts on the direction of work.Parent/ Carer forumCCG took the feedback from the forum to inform commissioning plans.
Arthritis Care- Evaluation of Living Well with Arthritis in South Tees programme to inform future commissioning intentions.People said that the new service helped them manage their conditions better and they felt more confident to self-care.Patients shared feedback with the service providers; this information was used as part of the service review by the CCG.We used this patient feedback to evaluate patient satisfaction and measure patient outcomes. This demonstrated that the service supports patients through the Shared Decision Making process for hip and knee, improves confidence in managing their condition and empowers patients to be involved in making decisions about their own care plan.
Complaints forms- In April 2018 we asked our Patient and Public Advisory Group (PPAG) to comment on the complaints process and the proposed new complaint form. People said the form was too long and not in plain English, the PPAG sent adaptions to the form.Our Patient and Public Advisory Group (PPAG) met and reviewed the complaints form and had an opportunity to put questions to the complaints team who attended the meeting.We made a number of changes to the form as a result; this is now is use across all CCGs in the North East and North Cumbria.
Lingdale branch clinic- we asked patients to let us know the impact of the potential closure of Lingdale branch practice.People said that they would like a further opportunity to discuss the potential closure with the two practices involved and the CCG.Through the patient survey that was sent out from the two GP practices.The CCG and GP practices arranged two engagement sessions, one on a morning and one on an evening to enable people to get to one or the other. Patients attended and shared their concerns and feedback which was collated and used to inform a business case.
Over the counter medicines- a member of the Medicines Optimisation team updated our Patient and Public Advisory Group (PPAG) on the CCGs prescribing plans.  Discussions with the group included how patients can help themselves, progress on the over the counter medicines project and the ‘don’t need it, don’t order it’ campaign.  Our Patient and Public Advisory Group (PPAG) said that the CCG should focus on tackling waste.Our Patient and Public Advisory Group (PPAG) feedback at a bi monthly meetingThe medicines management team used the views and feedback from the PPG to inform the planning of priorities for 2019/20.
CCG public engagementThe CCG does a good job of involving people in its work, however it needs to get better at letting people know what happens to their feedback and what changes as a result, if anything.Our Patient and Public Advisory Group (PPAG) members were asked to feedback on ways that the CCG could improve engagement with patients and the publicWe organised a workshop with senior leaders within the CCG, patient representatives and partner organisations to review our approach to patient and public involvement and to identify best practice and ways of working more collaboratively. We are using the feedback to design a collaborative approach to patient engagement which is meaningful to both parties.
111 servicesConfusing messages as to whether it is for routine or urgent care.This was discussed at the bimonthly CCG and South Tees PPG meeting.We are working with 111 providers- The North East Ambulance Service – to look at consistent messages that we share with the public.
Prevention and educationThere needs to be more emphasis on preventing and managing ill-health – particularly educating children in schools. Could it be part of the school syllabusOur Patient and Public Advisory Group (PPAG) members have discussed education as have the Patient Participation GroupsThe CCG continue to work with Public Health colleagues to tackle health inequalities. The CCG are working with Middlesbrough College to identify ways of engaging their students and promoting appropriate use of services.
Red bag scheme- The NHS red bag initiative aims to shorten hospital stays by ensuring doctors, nurses and carers are all on the same page.
Residential home staff will prepare a dedicated ‘red bag’ containing standardised information about a resident should they need hospital care.
This information includes the resident’s general health, any existing medical conditions they have, medication they are taking, as well as highlighting the current health concern.
This means that ambulance and hospital staff are properly prepared and can determine the treatment a resident needs more effectively.
Patients and their families shouldn’t have to repeat their story when they are admitted by ambulance paramedics to hospital from care homes.Our Patient and Public Advisory Group (PPAG) members alongside our Patient Participation Groups (PPG) shared comments with the CCG.We worked with the South Tees hospitals Foundation Trust (FT) to introduce the Red Bag Passport scheme. Now, every care home resident who is admitted to the local hospital receives a red bag to safely store personal items such as glasses, hearing aids and mobile phones as well as important medication and patient notes such as the patient passport and “This is Me” booklet.
CCG Website- review of the websiteThe CCG’s website can be difficult to navigate around. We asked our Patient and Public Advisory Group (PPAG) to share details with us via email.We conducted an in-depth review of our website and worked to make the necessary urgent improvements. A long term project plan is being implemented to update and monitor the website.
Use of plain English and acronymsA member of the Patient and Public Advisory Group (PPAG) commented on the number of abbreviations in the minutes and requested less use of the abbreviations.This was discussed at the bimonthly Patient and Public Advisory Group (PPAG) meeting in October 2018.We reviewed previous minutes and developed a glossary of terms. The Chair of the PPAG acknowledged the comments and agreed that all acronyms would be reduced to a minimum throughout the PPAG meeting. The CCG are looking at wider communications to ensure we are meeting the needs of the local population.
Urgent Care- ‘Making Health Simple’ is the project name for our consultation at South Tees CCG for urgent care services. Full details on the project and consultation can be found here:
Some of the suggestions from
· Increase capacity within GP’s surgeries both for appointments and opening hours
· Work more closely with public transport companies to provide better access to services
· The term “Urgent Care” should be considered as it doesn’t mean anything to most people, or urgent and emergency can be seen as the same thing
· Prompt and accurate diagnosis
· Providing the information and opportunity to build relationships with patients and understand their medical history – there is a feeling that the care element has gone out of the service because of the pressure of time allocations for appointments, etc.
· Increase the number of staff available for the services
After listening to the views of local people in our public consultation in January 2016, The CCG made it easier and more convenient for patients to access general practice (GP) appointments 7 days a week.
Audiology review -
One in six people in the UK has some form of hearing loss. Most are elderly people who are gradually losing their hearing as part of the ageing process, with more than 70% of over 70 year-olds and 40% of over 50 year-olds having some form of hearing loss.
The aim of the service is to provide a comprehensive, patient-centred, direct access adult hearing service for age-related hearing loss in line with national guidance and local requirements.
A period of 8 weeks public engagement began on Monday 14th May 2018 until Friday 6th July 2018 to gather the views of service users and local stakeholders about their experience of the service and seek suggestions on how to improve a future service.
The engagement is now complete. Please see Summary Engagement Report below.
Audiology Engagement Summary Report
Online surveyFollowing a period of engagement and review, in October 2018 a procurement process was undertaken to procure a Direct Access Adult Hearing Service. The procurement has been extended to allow for further work to be undertaken and we expect the new service to be in place on 1st September 2019.
IMProVE- Integrated Management and Proactive Care for the Vulnerable and Elderly
Our vision is that more people who can be treated in the community will be, and those who do require a hospital stay for medical reasons will be given the additional support they need to regain independence.
Between April and July of 2014, we undertook a formal consultation with those living and working within South Tees around a number of proposals including:
·       Improved stroke services
·       Better utilisation of our community estate
·       Delivering more care in community venues and patient’s homes, (rapid response teams, improved therapy support and more out-patient and day treatments delivered in community hospitals)
·       Changes to the way we deliver minor injury services by consolidating existing services in Redcar onto one site with a doctor-led service, longer opening hours and improved x-ray provision
Some of the suggestions patients and carers made to the CCG are summarised below:
Over 400 carers, patients, service providers and members of the general public responded to the engagement activity.
Co-ordination of services- Overall, respondents felt that local services were organised well. However there were a significant number of comments about the need for better collaboration and coordination across health and social care organisations and between different services. Many felt that information was not always passed from one service to another effectively; that there was poor communication between providers and silo working was common.
GP access- While many were happy with the support provided by their GP surgery, poor access to appointments was a recurring theme. Respondents were unhappy with the length of time they had to wait for a GP appointment and felt that GPs should spend more time visiting patients in their own home. There were also comments about continuity of care and the importance of being able to see the same GP on a regular basis.
Access to information- Most people said that they knew who to contact for advice, guidance or support in relation to their long-term condition. However, over half felt that more information or guidance would be helpful. This included the need better information about social care provision and more information about specific conditions such as dementia and arthritis. Some respondents were concerned about the consistency of information and whether it was up to date. The importance of ensuring that not only patients but also their carers/families understood the information being given was also raised.
Quality of care provided - Most respondents felt they had received sufficient support to manage their condition, although a range of potential improvements were identified. These are reflected in the comments provided throughout this paper.
Full details of suggestions made throughout the engagement can be found here:
The CCG held public events across South Tees designed to offer interested
individuals, stakeholders, service users and carers the opportunity to contribute their views and opinions
In October 2014, our Governing Body made a number of proposals based on the results of our consultation:
1.  The proposals from the consultation are taken forward in a phased approach:
·  Centralisation of stroke rehabilitation services to Redcar Primary Care Hospital by April 2015
·  Closure of the two minor injury services in East Cleveland and Guisborough Primary Care Hospitals.  Consolidation and enhancement of minor injury services onto one single site (Redcar Primary Care Hospital) by April 2015
·  Closure of Carter Bequest Hospital and transfer of services within the community by April 2015 alongside the progression of improved community infrastructure
·  Part closure of Guisborough Primary Care Hospital (main building), removal of the bed base subject to implementation of improved community infrastructure by April 2016
·  Redevelopment of the Chaloner building in order to house transferred services as well as additional community based services by April 2016
2.  Work with key partners to monitor and assure phased implementation, providing and receiving regular update reports
3.  Agree that a system-wide group is established in order to explore the potential to influence travel plans and routes to take into account future patient flows
4.  Agree a public campaign to raise awareness around eligibility for the Patient Transport Service
5.  Develop a public communication plan to support understanding of what is urgent care and where to access services
6.  Agree to pilot a weekend district nursing clinic within East Cleveland Primary Care Hospital to commence by April 2015 in line with consolidation of minor injury services