Health and social care - Planning with People: community engagement and participation guidance

Part 3 – When to use Planning with People

‘Planning with People’ applies when decisions are being made about the planning or development of all care services, including temporary service change ^[8]. From large-scale plans to local initiatives, it can be applied in any context where community engagement might inform service planning. (For further detail on all aspects of service change, including temporary, regional and national, please see ‘Part 5 – Governance and decision-making’).

The guidance complements and supports existing local engagement plans, providing a foundation of shared principles that NHS Boards, Integration Joint Boards and Local Authorities can adapt to meet specific needs. It intends to further benefit those experienced in community engagement whilst also providing a comprehensive framework for those new to the field.

Organisations involved in developing integrated care services in Scotland are expected to follow relevant aspects of the guidance as they plan future engagement activities.

Key steps in the community engagement process that should be followed in any engagement cycle are outlined below. Further information is highlighted in relevant ‘Supporting Information’, Annex B.

3.1 Service change or re-design

NHS Boards and Integration Joint Boards have a statutory duty to involve people and communities in the planning and development of care services, and in decisions that will significantly affect how services are run.

Service change can occur at local, regional and national level and in degrees of scope. It can involve reviewing existing services and planning new services, or it may be consulting people on changes to the way in which services are delivered.

Is essential that all planned service change or design, including temporary arrangements, must be communicated clearly and at the earliest opportunity, to the people affected potentially by the service.

3.2 Collaborative working / partnership

NHS Boards, Integration Joint Boards and Local Authorities should explore the opportunities for joined-up engagement activities. Where a number of organisations are undertaking community engagement in a local area the engagement activity should be aligned, where possible. This can help reduce 'engagement fatigue' among communities.

Organisations should work collaboratively to draw on their existing collective expertise and infrastructures to support community engagement. For example, there will be parts of NHS Boards and Local Authorities with a strong track record of engaging with specific communities, e.g., third sector, and this knowledge should be shared.

3.3 Self-evaluation

Before embarking on the community engagement improvement journey, it is important for organisations to assess objectively how they currently involve and engage with people.

Self-evaluation is central to continuous improvement. It enables organisations to reflect on past and current engagement activity to help identify what they do well and what they need to do better. A completed self-evaluation should focus on outcomes rather than activities. This could include a description of the impact of engagement, changes made as a result of feedback, or information on how potential impact is being monitored.

A self-evaluation tool has been developed by Healthcare Improvement Scotland -Community Engagement (HIS-CE) and the Care Inspectorate. The tool accompanies the Quality Framework for Community Engagement.

Further details on the Quality Framework can be found in ‘Part 5 – Governance and decision-making’.