Phase Two - Consultation

Phase Two of the your care, your way review began in May 2015 and concluded with a seven week public consultation from 10 September to 30 October 2015.

Click through this intereactive presentation to learn more about the public consultation.

Key Documents

What happens next?

The Outline Business Case was approved by the Council Cabinet and the CCG Board in December. This document explains how our engagement with local people has shaped our vision, priorities and strategy.  It also sets out our proposed approach to market testing and future contracting arrangements following discussions with providers of health and care services.  

Phase Three of the review began in February 2016 to select the organisations that will deliver community health and care services in Bath and North East Somerset from April 2017.


We participated in over 50 different engagement events during Phase Two, producing separate feedback reports for many of them.

Design Day

In May we held a Design Day at Bath Racecourse, bringing together over one hundred service users and patients, carers, GPs, front line workers, senior managers and third sector organisations to discuss what was learnt in Phase One and to think creatively about how services could be delivered differently.  

Workforce Survey

In July we carried out an online survey of people working in community health and care services. The survey received 183 responses and the key themes are summarised on pages 8-11 of the Phase Two engagment and consultation report.

Public Consultation

The public consultation ran from 10 September to 30 October 2015 and received 545 responses.  

The questions focussed on three key areas:

  • 1 shared vision for community services
  • 4 potential models for delivering the vision 
  • 14 priorities for community services (developed in response to the nine key themes from Phase One) 

A full analysis of the consultation responses begins on page 15 of the engagment and consultation report but we have provided a brief summary of the key points below.

What did people say about the shared vision?

We asked our stakeholders to choose three words from the vision that they thought were the most important and to let us know of any words they thought were missing from the vision. Their responses are represented in the word cloud below where the size of the words reflects the number of people who chose that word: 

What did people say about the four models?

The GP-led Wellbeing Hub attracted the most positive comments being seen as a trusted and well known presence within communities but with doubts about the capacity of GPs to take on this new role.  The Community-led Neighbourhood Model split opinion evenly with concerns about who would be in charge and the potential for this to result in a “postcode lottery”.  The condition-based and circumstance-based models both scored positively with many people valuing specialists whilst wanting to build more long-term relationships with someone who really understands their needs and can help to coordinate their care effectively.

The key themes across all four models included support for basing services around GP practices to promote better communication between professions but without introducing variation in access and quality of services across the area.  Concerns were raised about the potential impact and cost of a revolution in our model of service delivery with some people calling for a gradual evidence-based change that builds on existing strengths with investment focussed on front line workers rather than new layers of bureaucracy.  Joining up computer systems was a key priority but a significant number of people remain sceptical that technology is the magic bullet for improving partnership working across the system.

What did people say about the fourteen priorities?

Our stakeholders have given us a clear indication that viewing people’s needs in a holistic way and joining up their care are the key priorities for this review.  This will require a technical solution that enables everyone to work from a single care plan with a  simultaneous investment in the culture, skills and resources of the work force to ensure that services provide holistic, person-centred care rather than focussing on specific conditions. There is also strong support for placing greater emphasis on prevention, ensuring that the right support is available to people before they reach crisis point, require hospital admission or develop a long-term condition.