In 2017, the six south west London CCGs and NHS England working together as South West London Collaborative Commissioning (SWLCC) commissioned Traverse to run a series of public engagement events. The aim was to support the development of a joint five-year plan to improve healthcare for patients (the Sustainability and Transformation Plan). The events sought to gather feedback on the draft Plan. We had run a similar series of events in 2015 as part of the early development of the Plan.
We organised and facilitated 6 events, one in each borough covered by SWLCC. Invited members of the public attended 3-hour evening events in local community venues, at which the draft plans were presented, and attendees asked to choose a workstream theme of most interest to them for discussions in small groups. Workstream themes included seven-day services, urgent and emergency care, more care closer to home, prevention and early intervention, planned care, and mental health, learning disabilities, paediatric, maternity and cancer services.
We collated data from these discussions and the plenary feedback sessions and produced two reports for SWLCC. The reports highlighted key areas of consensus and concern, identified areas where more detail or information was required, and drew out differences in opinion between different boroughs and types of participant. One report presented the findings by workstream theme, and another by area (according to Local Transformation Boards (LTBs), which cover one or more boroughs). We provided recommendations around the further development of the Plan, to form a strong basis for the formal consultation period which followed this early engagement phase.
Following our engagement work, the Sustainability and Transformation Plan in south west London began undergoing a refresh in order to ensure that the work moves towards local planning and delivery to keep people out of hospital and ensure that delivery is centred around the Local Transformation Boards, with a view to publishing a refreshed Plan. In addition, the area feedback was taken to each Local Transformation Board for their consideration and saved as a repository of information which can be drawn upon when community intelligence is needed about a local service.
2015 reports available here