Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy 2013-2016
Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
2013-2016
This strategy is for: · all staff and bank staff employed by Southend University Hospital NHS Foundation Trust and all services/activities undertaken by the organisation · contractors and consultants working on behalf of Southend University Hospital NHS Foundation Trust · any organisation that delivers care on behalf of Southend University Hospital NHS Foundation Trust – to know that these are the standards we expect · our partner agencies – to work with us towards these aims. · patients, public, carers and voluntary and community groups – to see what it is we want to do and to be able to tell us if we don’t meet our aims.
This document is available in other languages and formats, including large print on request. Please contact the communications team on: T: 01702 E:
[email protected] Version
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29.04.2013
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Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
2013-2016
Contents Contents Foreword by Chief Executive 1 Introduction 2 Our responsibilities 3 Understanding the local health landscape 4 Key drivers for engagement 5 Our key messages 6 Communications and engagement objectives 7 Delivering and evaluation 8 Risks and mitigation 9 Financial and resource implications 10 Equality impact assessment Appendices Appendix A: Implementation plan Appendix B: Communication products Appendix C: Communication and engagement activity Appendix D: Stakeholder map Appendix E: High level announcement matrix Appendix F: Stakeholder protocol for quality and trust strategy Appendix G: Methods of engagement toolkit
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Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
2013-2016
Executive Summary Southend University Hospital NHS Foundation Trust is committed to delivering high quality health services while adapting to an increasingly competitive market place, in essence our vision Excellent Care by Excellent People. The Trust has already started to lay the foundations for good communication and engagement and has put in place some mechanisms for getting patient feedback and involving patients in shaping our services. We need to build on these foundations if we are to meet our aim of listening and responding to patients and putting our patients at the heart of our organisation. The need to communicate and engage well with our staff, the public, patients and our stakeholders is central to the success of our organisation. Through effective communication and engagement we can manage, motivate, influence, support, explain and create a culture for change. Communication is more than an exchange of information – it involves a two way partnership and is as much about attitudes and behaviour as it is about delivering messages. Because we value our staff - our most important asset, we want them to feel listened to and valued. Communication with each other as well as our patients and partners is part of our everyday work and involves everyone in the Trust. It is everyone’s responsibility to ensure communication and engagement is delivered and that our values are adopted in our daily work.
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Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
2013-2016
It is important that the Trust has a good reputation and builds strong relationships with patients, commissioners and partners which will have a positive impact on our ability to provide excellent care. And as people increasingly have more choice where they can go to get their care it is essential that our services are easy to use, provide an excellent patient experience and there is clear and accessible information for patients. Good communication and engagement needs to be embedded at organisational, service, team and individual staff level. Our strategy is to ensure that good communication and engagement puts patients at the heart of our organisation and supports the delivery of excellent care and better health for our communities so that patients and commissioners choose us as their provider of choice.
Jacqueline Totterdell Chief executive
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Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
2013-2016
1 Introduction This is the first integrated Communication and Engagement Strategy for Southend University Hospital NHS Foundation Trust (SUHFT). It is also incorporates key elements of the membership and public engagement strategy produced in consultation with the Trust’s governors, the patient involvement strategy led by the nursing directorate and the human resources strategy It sets out the overall framework for how the Trust intends to communicate and engage with its audiences over the next three years (2013-2016). In order to support the Trust’s vision to become one of the most successful trusts in the country, this strategy seeks to raise the bar in terms of proactive engagement and positive communication. Human interest issues, good storytelling and use of compelling ‘real’ photography to support our values will make a significant contribution, internally and externally. Whilst this strategy will be driven by a relatively small number of individuals, staff at all levels have a role to play in securing genuinely open and effective communications both internally and externally. Part of our responsibility as a Foundation Trust is to ensure engagement with our local community through our membership and governors, but there must also be a continual drive to develop our opportunities for feedback. This will require much greater levels of community engagement than we have ever done before, yet offers unprecedented opportunity for a stronger partnership both with our staff, patients and the wider community. In moving forward, this strategy seeks to maximise the use of a wide range of communication and engagement tools and will consider new and innovative ways of communicating, making the most of new technologies and methods where there is an obvious added value.
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This strategy needs to be dynamic and flexible to emerging new channels of communication, and to the changing needs of both our stakeholders and the health economy. The NHS is in a time of significant change. The introduction of the new Health and Social Care Bill puts greater emphasis on competition, choice and patients being at the heart of all that we do. The Trust strives to be recognised as a high quality health service provider, capable of adapting to an increasingly competitive market place and putting patients at the heart of what we do. In 2011/12 the Trust reviewed its strategic direction and developed a new vision and strategic objectives to respond to these challenges and to build on the work that had gone before. Recognising the importance of communication and engagement, this was achieved through a process of consultation with staff, organisational leaders, the board of directors and governors and taking into account the views of our patients, commissioners and other stakeholders. The following table summarises our ambition:
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Our Goal
We want to grow our healthcare services to deliver excellent care for the people of Essex from excellent people
Our Strategy
This means our patient focus keeps getting better. Our staff feel proud to work here and keep making a difference. Our services are sustainable; we keep the core strong and grow selectively. We use research, training and innovation to invest in our future. We recognise and act on the value of partnership of our hospital in our community
Our Priorities
We work together so patients feel satisfied and cared for, families, carers and visitors feel assured and supported, staff are proud and included, our health partners feel they can rely on us, our community supports us and our regulators give us top marks
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Our People
All staff contribute to patient satisfaction; care and clinical excellence define us. Anybody can suggest improvement; everybody is listened to. To care, we actively partner with others across the NHS. We are accountable, we make decision, we learn openly from what we do. Our leaders take collective responsibility to make everybody matter and every detail count
Our Organisation
We notice detail; each experience is unique and personal. We challenge ourselves to improve our core services every day and to select new areas where we can make a difference. We learn from the experience and knowledge of our patients and staff; we measure our performance openly; we act to improve every detail because everybody matters
This strategy sets outs how good communication and engagement will support the Trust in achieving the above goals, in line with its vision and values. Our vision is: Excellent care by excellent people, underpinned by our values: Everybody Matters, Everything Counts, Everyone’s Responsible.
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2 Our responsibilities The NHS has a legal duty, as part of the NHS Act (2008) to consult and involve patients and the public in the planning and provision of services, the development and consideration of proposals for changes in those services and decisions about their operation. The Department of Health’s 2008 ‘Real Involvement Guidance’ makes it clear that the duty to involve extends beyond those commissioning services to the organisations providing healthcare. The Health and Social Care Bill refers to the importance of all healthcare providers gathering patient experience intelligence, rather than getting a wider response to people’s general health needs and aspirations for healthcare. In its report ‘The Heart of the Matter’ the NHS Confederation states that good engagement is about changing a culture rather than structures, and requires a flexible, open approach that is outcomes based and focused on improvement. The Care Quality Commission (CQC) guidance focuses heavily on the involvement of the individual patient or their representative in their care and treatment, and how patients influence service delivery and planning, as well as making reference to the wider duty contained in other guidance. The NHS Operating Framework 2012/13 has “putting patients at the centre of decision making in preparing for an outcomes approach to service delivery” as one of its four key themes. The NHS Confederation report ‘The Heart of the Matter: patient and public engagement in today’s NHS, 2010’ states: ‘Patient and public engagement needs to become part of the everyday values and behaviours, of everyone across the organisation and not seen as an ‘add on’ or a ‘tick box’ process.’ It goes on to state: ‘The current financial climate makes it even more important to choose the most effective technique for each task, and to engage with people in ways that work. Embedding patient and public engagement across organisations may require new skills and ways of working. A dedicated team to support engagement can help this process but capacity needs to be built across the organisation.’ 9 | P a g e
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The Healthy NHS Board, Principles for Good Governance states: ‘Organisations need to ensure the routine, systematic collection and analysis of feedback from people who use services (including real-time patient feedback and an understanding of the perspectives of minority and hard to reach groups). Crucially, boards need to demonstrate that this feedback, alongside intelligence on effectiveness and patient safety, actively informs board priority setting, resource allocation and decision making.’ What good communication and engagement looks like The survey research organisation, Ipsos MORI, has found that better-performing trusts, where staff understood their roles: · committed more resources to communications · were more likely to have communication strategies in place · had communications/marketing teams that were more influential The Department of Health’s ‘The Communicating Organisation: Using communication to support the development of highperforming organisations’ sets out a simple framework to show what good communication looks like. The framework maps four attributes against four perspectives and helps organisations identify areas of weakness and strength. Four attributes An excellent understanding of the brand Excellence in planning, managing and evaluating communications Leadership support for communications Communications as a core competency Four perspectives Societal – how the NHS is perceived as a whole at national and local levels Corporate – how communication operates within each organisation at the level of strategy setting Service user and stakeholder – an understanding of how patients and the public experience the NHS locally 10 | P a g e
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Functional – the way in which communication strategies and programmes are put into operation
To be seen as a ‘communicating organisation’, SUFTH will need to successfully apply the four attributes across all four perspectives for: Improved trust, legitimacy and reputation with the local community Informed business decisions, better equipped senior managers and good stakeholder networks Services that uphold the brand, are informed by the needs of its users and are supported by engaged voluntary and partner organisations and the public A communications and engagement department that performs an effective and functional role in a focused and informed organisation In its report ‘The Heart of the Matter’ the NHS Confederation states that good engagement is about changing a culture rather than structures, and requires a flexible, open approach that is outcomes based and focused on improvement. Public and patient engagement cannot be done as a ‘one size fits all’ activity. It has to be appropriate to the patient, their family and their community. It has to be proportionate to the issues concerned, and it has to involve the staff delivering the service. People have to want to get involved, and to help them we need to value their input – whatever form it takes. We need to be more creative about how we engage with harder to reach groups and work with our partners in the voluntary and community sector, our local authorities and other health providers to avoid people feeling over ‘consulted’ but under involved. It is important that we make sure that patients and the public have a clear understanding of what engagement and involvement is about. Involvement does not mean that everything that patients want, they get. We shouldn’t try to raise patients’ expectations to beyond what we can deliver. 11 | P a g e
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Good engagement is also inclusive, and our success in delivering the NHS Equality Delivery System (EDS) goals will be closely linked to better patient and public and staff engagement. Engaging with stakeholders to set quality priorities and standards and communicating these across the whole organisation is paramount. Our board, through engagement with our governors and other stakeholders, sets the priorities and expectations for the organisation. It clarifies the strategic direction, quality priorities and values for the organisation and defines how performance against these key areas will be measured and monitored. See appendix F for our protocol for communication and engaging on the Trust’s strategy and quality indicators. Monitor expects that as part of good quality governance these priorities and expectations need to be clearly communicated and cascaded to all levels of the organisation to provide a strong sense of purpose, clarify boundaries and enhance accountability. In addition good stakeholder engagement with groups or organisations that are affected by or can affect our activities, and responding to their concerns, will help our organisation perform better, increase our knowledge and contribute to our license to operate. In order to maximise service development opportunities the Trust will need to leverage its networks, partnerships and collaborative working. Involving key stakeholders will drive a stronger belief in the Trust’s strategy and will help to develop its brand. Good stakeholder engagement: Leads to quality improvements in services by giving stakeholders the opportunity to be involved in decision-making Enables better management of risk and reputation. 12 | P a g e
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Supports collaboration between organisations for the pooling of resources (knowledge, people, money and technology) to solve problems and reach objectives more quickly, efficiently and effectively than organisations working alone. Supports learning and quality feedback resulting in better quality services which meet the needs of patients and their families. Supports stakeholders to be better informed about the Trust and its organisational goals so they make informed decisions that impact on the Trust. Develops trust and support from stakeholders.
The Trust will need to work towards the alignment of goals with its key partners and it is critical that the Trust is represented at key strategic and clinical networks to enable it to influence relationships with key stakeholders. Our aim is that successful stakeholder engagement will: Gain buy in to the Trust’s organisational strategies and objectives Support the integration of health and social care Engage CCGs in supporting our key strategic business developments Strengthen our market position and improve financial stability Engage stakeholders in defining our strategies and objectives for the future Improve the Trust’s reputation Increase employee and stakeholder engagement Improve communications and feedback with stakeholders.
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3 Understanding the local health landscape The Communications and Engagement team conducted a Stakeholder Mapping Exercise (see Appendix D) to understand who our key stakeholders are, what are their characteristics, needs and interest. In addition we looked at the benefits and the risks of these relationships. It is also important to take into consideration internal and external factors that will impact on the organisation, including political, economic, social and technological factors. Understanding these factors will help shape the delivery of communication and engagement for the Trust.
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PEST The PEST tool looks at the political, economic, social and technological factors that affect the Trust. This is helpful in understanding the landscape we are working in and how best to use communication and engagement techniques for the benefit of the Trust. Political
Economic
Health and Social Care Bill and Cost Improvement Plans for resulting transformation of the coming years local health economy Introduction of any qualified Change in the way the NHS provider commissions Patient choice Integration of health and social care Current economic climate and its effect on the national NHS NHS Act 2006 budget NHS Constitution
Estates maintenance
MPs
Clinical site strategy
Social
Technological
Ageing population
PAS implementation
Life expectancy gap Rise of new media and social between the wealthiest and the media poorest electoral wards Easy-to-use intranet and Diversity of population website High variations in lifestyle factors (teenage pregnancy, alcohol consumption, smoking)
Electronic directory of Services Introduction of filming equipment and skills in house Real time patient feedback
Department of Health Local authorities Monitor Care Quality Commission 15 | P a g e
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SWOT analysis The SWOT Analysis looks at the internal factors (strengths and weaknesses) and the external factors (opportunities and threats) that have an impact on the Trust and the communication and engagement that we plan to deliver.
Strengths Reputation and general feedback is positive Strong board/ CEO interest in communication and engagement Staff Side and unions engaged Supportive worker governor programme Good relationships with some CCG leads Strong links with other NHS providers Developing culture of accountability and openness Established corporate
Weaknesses Little contact directly with GPs Engagement with CCGs patchy Underdeveloped mechanism for collation of feedback and formal feedback process to be established Relationships with scrutiny committees, health and wellbeing boards and local Healthwatch undeveloped. Engagement with MPs low key Little direct input to local communities/hard to reach communities New executive team means relationships to be developed
Opportunities CCGs allow development of fresh relationships Strengthening relationships with health and wellbeing boards, Healthwatch and scrutiny functions Development of FT membership and Governors, and their role in consultation Improve links with local user groups More open competitive market providing opportunities to grow
Threats Role of local authority and county council cabinet increasingly powerful in health Power shift to Health and Wellbeing Boards Independent sector development into services Reputation damage from negative press coverage Capacity to deliver on increased expectations with limited resources National policy change
Using social and digital media
Financial challenges and uncertainty in the marketplace
Enhancement of internal staff communications
Uninformed staff will lead to negative 16 | P a g e
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publications Established internal communication tools Established relationship with the local media
Staff failure to engage with internal communications Workforce spread across multiple sites Mix of clinical and non-clinical staff accessing information differently
Established membership Strong clinical research networks
Learning from patient experience not fully embedded in service development and improvement Governors unclear about role in engaging members and the public
Using patient experience gathered through social and digital media to improve services
views (briefing against the organisation) Greater competition in the marketplace
Focus on ‘Customer Care’ New software solutions to enable real-time patient experience data collection Development of bring your own device/ Smartphone technology initiative
Access to electronic communication is patchy
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4 Key drivers for stakeholder engagement There are a number of key drivers for developing stakeholder engagement. Understanding these factors will help shape the delivery of stakeholder engagement for the Trust. Health and Social Care Bill The bill places an increased emphasis on local accountability for NHS organisations. It increases the requirement for patient and public involvement in the development of services, to ensure that patient, carer and user views drive future provision. It also increases the involvement of the third sector. Clinical Commissioning Groups The Trust must develop and maintain strong relationships with CCGs. This is of fundamental importance to our future success as an organisation. Without GP support the Trust is unlikely to maintain existing business or secure new business. Integration of Health and Social Care This requires the Trust to strengthen its relationships with a number of key stakeholders at a political and operational level. Financial viability The Trust needs to make and contribute to savings across the whole health system which requires close collaboration with its partners. Commercial environment Increased competition in the market place means we need to be well positioned and have strong partnerships in place to ensure we maintain our existing foothold in the market, but also gains the support and trust of commissioners and stakeholders to develop and win services in the future and are able to collaborate with all sectors. Any Qualified Provider The introduction of the Any Qualified Provider model will increase competition within existing and new markets for the Trust and will require us to gain solid backing from key stakeholders to secure business in the future. 18 | P a g e
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5 Key messages This strategy sets out a basis for the Trust’s relationships with key external stakeholders such as local MPs, NHS partners, local authorities, opinion formers and governors. The intention is to formalise and systematise relationships so that:
We are able to improve stakeholders’ appreciation of relevant pressures, issues and opportunities; We adopt a ‘no surprises’ approach to change and issues management; We develop a relationship of mutual trust and understanding; We are able to provide stakeholders with timely and relevant information.
Appendix G provides an evaluation toolkit on different methods of engagement. We will tailor our messages to each audience and seek to reflect SUHFT vision and values and the quality of care provided by our staff to our patients, the public and our partners. Our key messages include:
Caring enough to listen: ensure that every patient has the right to receive high quality care that is safe, effective, and respects their privacy and dignity in line with the NHS Constitution, and is at the core of our vision of excellent care by excellent people. SUHFT is a financially stable, well managed, general hospital with leading cancer and stroke services. SUHFT is committed to growth by building on our areas of expertise and excellence. SUHFT will actively seek to deliver excellent care by investing in the continuing education of our staff, in innovation and in research. SUHFT will celebrate the contribution its staff make – and actively promote the shared messages of everybody matters, everything counts and everyone is responsible. SUHFT is committed to high quality healthcare, within the hospital and in the community, by working in partnership with public, private and voluntary sector agencies. 19 | P a g e
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6 Communication and engagement objectives
Communications Objective 1.Demonstrably improve patient communication and ensure it supports the Trust’s vision, values and objectives
Contributes to achieving the following corporate objectives: 1,4,5,6
Actions
Patient information leaflets must meet the requirements of the Clinical Negligence Scheme for Trusts and the Care Quality Commission’s system of regulation. These leaflets should be subject to strict guidelines in respect of content and clarity and in many cases form part of the consent to treatment process. Information must be made available in a full range of formats to meet disability and language needs.
Outcome Measures All new patient information leaflets signed off by Patient Information Group Top 20% for communication in the National Inpatient Survey All strategies and service changes consider communication and public involvement issues Achieve charter mark for Plain English on at least one significant communications activity
Build on the success of the new website with a rolling programme of development including the use of video-casts and other web based tools
20% increase the number of public communications and engagement exercise signed off by the team
Develop the Trust’s presence on social networking sites and produce guidance for the use of social media to promote individual projects
Increase in the awareness of clinical and research trials thorough audit of participation Quarterly audit of all social media activity 20 | P a g e
Southend University Hospital NHS Foundation Trust Communications and Engagement Strategy
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Communications Objective
Actions
Support the development and better use of screen-based information channels in public areas Develop a comprehensive, but easy to use set of Communication Standards and Guidelines to help all staff produce information that is both professional and easy to understand Support and promote forums for dialogue and feedback from patients, members and the public
2. Improve staff communication and support delivery of the
Outcome Measures Top 20% for communication in the national Inpatient survey
20% increase in the amount of staff using the guidance Forums are regularly promoted across all communication channels and recognised by staff as key channels for information in quarterly survey
Promote the benefit of research and clinical trials to both patients and our staff and our participation in the wider network
10% increase in the amount of patients participating in clinical trials
Develop a strategy for ‘hard to reach’ groups to ensure information is accessible to all
Audit provides assurance that ‘hard to reach’ groups receive key communication messages and are aware of patient feedback channels
Promote the visibility of the Trust board, our strategic objectives, vision and values, through the rolling Core Brief agenda and monitor its subsequent cascade to staff
Staff feel valued, engaged and happy in their job, measured by being in the best 20% of Trusts in the NHS staff survey for communication 21 | P a g e
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Communications Objective Trust’s Human resources strategy Contributes to achieving the following corporate objectives: 1,2,3,5
Actions
Be instrumental in the development and implementation of a cross organisation programme of cultural change to imbed our values fully
Outcome Measures Staff feel they are partners in the success of the hospital Vision, values and strategic objectives promoted in all staff communications
Support and promote forums for dialogue and feedback including Have Your Say, Meet the Boss sessions and the annual staff survey etc.
Business unit plans have communications/engagement work stream signed off by communications
Improve and promote a two way link with BUD/ABUDs to support their role as drivers for the change and improvement
10% increase in participation of internal awards schemes
Expand the use of new media in staff communications, via such tools as social media, video casts, web chats, web polls for publication etc., with the aspiration of moving towards an on-line first ethos for publishing.
Staff feel informed about the vision, values and objectives of the Trust and actively engage via social media
As part of a wider programme of cultural change integrate the redevelopment of Sharepoint as a multidisciplinary objective, led by communications and IT
10 % increase in staff saying they feel valued via the annual staff survey
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Communications Objective
Actions
Outcome Measures
Manage and promote Southend Hospital Heroes awards both month to month and for the annual event, seeking greater engagement across the organisation
3. Build trust in the organisation through robust reputation management
Contributes to achieving the following corporate objectives: 1,2,3,5
Proactively work to place of stories of innovation and good practice in the media, with a strong focus on human interest stories
Turnaround times for press enquiries to ensure comment is provided appropriately and in a timely manner.
Encourage submissions for and participation in external awards schemes
10% increase in national award submissions
Further develop a 24/7 media handling service with the support of internal staff and external consultants
20% increase in number of positive local news stories 10% decrease in the number of negative stories
Ensure a continued programme of meetings with print and broadcast editors to nurture key relationships
Regular audit to ensure brand and policy compliance
Establish more features-style proactive coverage putting forward proposals for in-
Board members and corporate team receive 23 | P a g e
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depth articles, columns and comment pieces. Build a team of appropriately trained and supported spokespeople who are confident to speak on the Trust’s behalf. Act as the guardians of the Trust brand and develop robust guidelines and polices to uphold its reputation
4. Patients, public and stakeholders will have improved understanding and will be meaningfully engaged and involved in the design of hospital services to improve quality and patient experience.
appropriate media training Hospital spokespeople regularly used in media interviews receive coaching from the communications team and where necessary full media training Improved recognition of the brand so that our patients and stakeholders instantly recognise our services as belonging to SUHFT
Produce a stakeholder map and engagement plan as part of the on-going communications and engagement strategy
Patient satisfaction surveys reflect increased communication and involvement opportunities
Build a calendar of events and promotional opportunities which take our messages beyond the hospital and into the public arena
Stakeholder map and engagement plan developed and implementation monitored against desired outcomes
Implement a more robust communication process for GPs, community based health
Our stakeholders have been involved in services redesign evidenced through participation in 24 | P a g e
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and social care professionals, partner organisations and MP’s
organised events and opportunities for feedback where involvement is audited on a regular basis and the support our strategies as there are no surprises
Create and launch a twice yearly combined publication for patients, the public and members in collaboration with governors to support them in their responsibility to communicate with the wider population
Public and members magazine is launched and readership audited regularly
Work with governors to implement their agreed membership and public engagement strategy and provide professional support where necessary.
Outcomes stated in membership and public engagement strategy are met and governors fulfil their statutory duties
Ensure every communication has built in two way communication channels e.g. website, PALS telephone number, email Work with colleagues in the nursing directorate to promote the public involvement strategy and increase opportunities for dialogue
Twice yearly audit of all communications channels and information produced to ensure compliance with statutory and best practice recommendations Increased number of public consultations in relation to quality indicators and patient experience 10% reduction in the number of patient complaints in relation to service design
5. Ensure the communications team is sufficiently resourced and skilled to support the
Skills map of communications and engagement team to ensure appropriate levels of qualification, experience and skills are utilised and or addressed if needed
Quarterly communications report to the CEO for inclusion on board agenda 25 | P a g e
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trust board, business units and directorates in the delivery of their plans
Audit of support including regular commitments and the number of ad hoc projects Establish timetabled meetings between the Head of Communications and Engagement and the BUD’s/A BUD’s Ensure communications and engagement team are represented on key committees and at influential meetings Establish a networking relationship among external communications colleagues both in health and beyond Review and where necessary update of all policies and procedures relating to communication activity
Introduce an annual audit of the effectiveness of the communications department and benchmark against other Trusts Regular developmental sessions to ensure team are abreast of latest regulations/technologies/best practice Membership of and participation with FTN communications leads network and Association of Health Care Communicators Policies and procedures are current and adhered and understood beyond the communications and engagement team
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7 Delivering and evaluating our work This section sets out the requirements needed to deliver our communications and engagement objectives which in turn will support the organisation’s objectives. Communications and engagement is not just about a team delivering work, it is an organisational responsibility, which when implemented will bring positive results. Action Plan An extensive Communications and Engagement Action Plan has been developed for 2012/13 (see appendix A) It sets out the way in which the organisation will involve, engage and inform our stakeholders, through various communication and engagement channels and the outcomes we aim to achieve. Roles and Responsibilities The Board: Responsible for approving the Communications and Engagement Strategy, supporting communication and engagement activities, including acting as spokespeople to staff and other stakeholders, and having a visible presence to patients and their families. Integral to that the Board supports the delivery of the action plan and engages with staff at all levels and patients and the public, including hearing directly the experiences of patients and their families. The Board also needs to act as a link to key stakeholders (see Appendix E for high level announcement matrix). Executive Director and Business Unit Directors (Corporate Team): Executive Directors and BUDs have an on-going day-to-day responsibility for delivering the organisation’s strategic objectives which includes the elements contained in this strategy. Communications and Engagement Team: 27 | P a g e
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Responsible for ensuring the delivery of the Communications and Engagement Action Plan and being a centre of excellence for communication and engagement support and advice to the whole organisation. Heads of Service/Managers: Responsible for ensuring messages from the Communications Team and the Executive Team are cascaded in a meaningful and timely manner to their teams. Ensuring the messages are understood and feedback is escalated appropriately so that it can be acted upon. Managers also have a responsibility to pass on information to colleagues without access to electronic communication methods. They must ensure that staff know the importance of learning from patient experience and public engagement, and that staff teams are supported to act on feedback in order to make service improvements. They are responsible for ensuring the organisation and the communications and engagement team is aware of any stakeholder engagement activity. All staff: Staff have a responsibility to listen to and respond to feedback from patients, carers and families and actively assist them to access both health information and healthcare services. This includes providing information in the appropriate format and the appropriate time, and supporting patients to access support to self-manage wherever possible. All staff have a responsibility to keep up to date with the latest communication messages and provide feedback as appropriate. All staff should complete surveys asking them for their views. They are also responsible for passing on any enquiries from the media to the communications team immediately and without providing information or comment. All staff have a responsibility for ensuring that contact with stakeholders is positive; representing the organisation in line with its values and reporting and acting on stakeholder feedback. 28 | P a g e
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Monitoring and evaluation Leeds Metropolitan University was commissioned in 2008 by the Department of Health to summarise the attributes of organisations that are good at communicating and engaging. What Good Looks Like described the distinguishing features of organisations that communicate effectively. Such organisations have the following four attributes: · An excellent understanding of the brand Understanding what their brand is will be essential for a communicating organisation. The components of a brand are far more complex than purely the brand image. A communicating organisation brings its brand to life through the services it provides, as well as through its customer service, engagement and communication activity. · Excellence in planning, managing and evaluating communication High-performing organisations ensure that their communication is proactive (planning and implementing strategies), reactive (responding to attacks on the organisation and taking advantage of opportunities to highlight its good work) and interactive (engaging in two-way dialogue through face-to-face, digital and other channels). · Leadership support for communication Effective leadership can clearly express the organisational purpose to employees and set out how that purpose will be achieved at a local level. Leaders need the ability to articulate the organisation’s vision in a way that resonates with patients, the public as well as other external stakeholders. · Communication as a core competency The responsibility for good communication does not fall on the shoulders of the communications department alone. It is the responsibility of all managers and all staff, in the same way that good financial management is not just the responsibility of the finance department. In order to provide the Trust with ongoing assurance that our Communication and Engagement strategy is robust, the communications department will provide regular updates using the following metrics: 29 | P a g e
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• • • • • • • •
Public and partner perception audits Website hits Staff surveys National Patient surveys Evidence submitted under CQC Media monitoring reports Regular engagement/survey of our membership Outcome from collaborative working with the voluntary, community and faith sectors
8 Risks and mitigation Risk: Colleagues cynical and do not see how the Communications Strategy will help deliver the SUHFT plan Mitigating action: Dedicated communications resource to each BUD/Service and focus on building relationships Risk: Crisis or big issues knock plan off track Mitigating action: Contingency fund and ensure that investment in competent, well trained Communications Staff is maintained Risk: Misunderstanding where responsibility for Communications and Engagement sits Mitigating Action: Develop leadership’s understanding and begin to connect communications activity into operational objectives Risk: Financial environment and austerity measures impacts on communications’ budget Mitigating action: Map low cost, high impact activities and establish a contingency budget and encourage BUD/Services to allocate resources to support communications activities Risk: Governors fail to take note of their responsibility to canvas membership and the wider public Mitigating Action: Develop and agree governor led membership and public engagement strategy
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9 Financial and resource implications In 2013/14, SUHFT allocated a total pay budget of £291,050 for communications and engagement staff and a non-pay budget of £57,161 which is outlined below:
Hosting, maintenance and development of SUHFT public website and staff intranet Corporate communications (includes design photography print storage distribution of publications such as the Trust Annual Report, the Look, the Future, patient information leaflets) Events & hospitality (venue hire for public meetings, consultations, workshops) Newspaper Licensing Authority’s Press License PR Crisis Management (90 hours) Subscriptions (print, online) Subtotal Additional one-off expenditure needed to support delivery in first year: Capital items (camera, digital editing software and hardware) CPD/training Contingency SUFHT Intranet (commission and build new site – requires business case for funding)
£8,000 £35,000
£6,500 £3,000 £6,000 £1,500
£3,000 £2,000 £10,000 £60,000
SUHFT will ensure that all data protection issues meet the requirements of the Data Protection Act 1998.
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10 Equality Impact Assessment To be completed
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APPENDIX A : Implementation Plan Objective 1: Demonstrably improve patient/public communication and ensure it supports the Trust’s vision, values and objectives Action
KPIs
Date
Status
Audit internal and external communications channels annually Develop metrics to ensure continual evaluation and improvement of patient communication
Audits to be taken and action plans produced
Sept 2013
Red
Metrics developed for external communication and reported to QAC?
March 2014
Red
Develop a schedule of public/patient publications
Schedule produced and published Outlook to be rolled out to public areas
October 2013
Red
Develop a plan/diary for public engagement activity
Plan produced and published on the website
August 2013
Amber
Ensure communications support is provided to key patient/public forums
Communications representation at Patient Information Group, Patients and Carer’s Forum, Membership Engagement Group Sept 2013 Minutes of key patient meetings copied to communications e.g. Healthwatch, OSC, Health and Well Being Board
Amber
Develop corporate style guidelines and embed across the Trust to ensure consistency
Corporate style guidelines issued Consistent use of brand
July 2013
Amber/ green
Rollout programme to embed the Trust’s Annual Plan and Quality Account
Improved understanding of the Trust’s vision and values Agree and implement protocol Develop a schedule for Trust Corporate publications Website development
June 2013 onwards
Amber
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Continue to develop website as a primary channel for communicating with patients and the community at large
18 month roll out plan produced One key service is featured and updated each quarter All key patient information available on the site Website hits increase
May 2013
Amber/ green
Objective 2: Improve staff communication and support delivery of the Trust’s Human resources strategy Action
KPIs
Date
Status
Improve the cascade of internal information to all staff groups
80% attendance/cascade of Core Brief Quarterly staff audit undertaken by comms team
Develop metrics to monitor and improve internal communication
Improve internal publications based on staff feedback
Internal communications evaluation to be developed August 2013 Red ( use of survey monkey) May 2013 Green LOOK to go back to monthly publication
Support HR in delivery of key staff forums
August 2013 Red
Have your say meetings held regularly and minutes May 2013 circulated in a timely manner Have your say inbox – enquiries processed and dealt with in 5 working days You said we did board updated monthly Refresh and rebrand HYSG and widen opportunities to participate
Amber / Green
Ensure protocols in place so that all hospital sites, particularly areas without email access, are able to access communication
Audit undertaken and action plan produced Enhanced staff survey results
October 2013
Red
Develop intranet as an interactive tool providing more staff forums, blogs etc Ensure staff feel valued and that their good work is shared
Business case refreshed for investment in developing Intranet
Red
Monthly and Annual Staff Achievement Awards Proactive press releases Increased staff numbers taking part in
November 2013 Ongoing
Amber/ Green
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Ensure staff are up to date and can get involved in organisational change
communications forums Meet the boss Director walkabouts are visible Enhanced staff survey results Values become embedded Have your say, complaints reduced Ongoing
Red/ Amber
Communication action plans Hold staff awareness events e.g. Open Day, road shows Staff make contributions when called upon Staff are willing to take part in above and beyond activities to benefit the change/project Enhanced staff survey results
Develop a network of communication champions to embed the Trust’s values
Discuss with Culture champions Values embedded across the Trust Enhanced staff survey results
Ongoing
Amber
Ensure new staff understand the importance of good communication and engagement in their role
Communications and engagement formal and local integrated into induction
July 2013
Amber
Objective 3 Build trust in the organisation through reputation management
Action Develop a forward proactive planning process for issue of press releases linking with a calendar of national events.
KPI’s
Develop a communication whiteboard to plan weekly and up-coming events Maintain a yearly calendar of events Increase volume of coverage
Date Ongoing
Status Amber
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Strengthen media monitoring ensuring that all coverage is logged and analysed
July 2013 Amber
Quarterly benchmarking report to CEO Increased understanding of what makes a good story Media monitoring
Continue to develop Trust-wide process for news gathering, work with Business Units to identify areas of priority
Increased press coverage
July 2013 Red
Ensure media enquiries are dealt with efficiently, timely and professionally
90% of enquiries dealt within deadline All reactive queries with a reputation consequence meet deadline
Ongoing
Amber
Further develop relationships with editors and key journalists
Improved relationships Improved media metrics
Ongoing
Amber /green
Strengthen the relationship with key public/voluntary sector communications teams
Give patient forums a clearer focus, role and responsibility
Amber Attendance at key local/national network meetings August 2013 Two-way communications channels established Key stakeholders agree that the Trust is an effective health partner Sept 2013 Amber Forum meetings take place as scheduled Feedback received is fed to the appropriate channels as per agreed protocols
Objective 4 Patients, public and stakeholders will have improved understanding and will be meaningfully engaged and involved in the design of hospital services to improve quality and patient experience. Action KPI’s Date Status Ensure communication channels are effective through regular evaluation March Amber Audits to be taken and action plans produced 2014 Continual improvement Conduct an audit to better understand patient and public audiences. Identify communications champions from stakeholders, voluntary and community groups who will act as facilitators
Work with CCG’s, and other health bodies to understand gaps in service information
Audits to be taken Stakeholder engagement plan produced Regular publication schedule of key publications e.g. OUTLOOK Increased understanding of the needs of hard to reach groups
March 2014
Red
March 2014
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Website development as a two-way resource
Provide communications support for the development of the Patient Experience Toolkit
Publish comparative information in formats appropriate to the target audience and across a variety of media
Ensure each business unit/directorate strategy has includes a communication and public involvement work stream
Share patient experience with external and internal channels to drive service improvement
Support directorates/business units with public consultation e.g. Quality Indicators
Support Governors in their new role to consult with the wider public as well as members
Assist HR with embedding the new customer care training
Actions taken to improve communication of hard to reach groups March Website developed based on insight 2014 Web hits increase by 20% Positive feedback from users 5 % increase in public surveys online Toolkit produced More collaborative working with patients A series of agreed metrics published monthly on website Regular audit to ensure kept up to date Communication and involvement work stream incorporated into all new service development proposals Public agrees the Trust listens and acts in their interest Patient Experience Toolkit Have your say website You said we did
Protocol established and adhered to with evidence produced of where views have been taken into account Diary of targeted public facing events e.g. AGM, Fairs, Open Days Membership meetings New online forums Public agree the Trust listens Uptake of key messages Promote, and raise awareness of participation Patient surveys
red
March 2014
red
Sept 2013
Amber
March 2014
Red
March 2014
Red
July 2013
Amber/ green
July 2013
Amber
Ongoing
Amber
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Increase accessibility to Trust board meetings
Increased attendance from public
All communications to allow two-way feedback: website, suggestion boxes, patient experience forums, trackers, Quality Account. Annual Report
Audit to ensure mechanisms in place
March 2014 March 2014
Red Red
Objective 5:Ensure the communications team is sufficiently trained and resourced to support business units in the delivery of their strategic objectives/plans Action
Date
Status
March 2014
Red
Appraisals and individual development plans reviewed regularly Training undertaken and recorded where needed
Audit of support including regular commitments and the number of ad hoc projects
Project tracker established and audited
September 2013
Red
Establish timetabled meetings between the Head of Communications and Engagement and the BUD’s/A BUD’s
Bi monthly meetings diarised
September 2013
Red
Ensure communications and engagement team are represented on key committees and at influential meetings
September Audit attendee lists of key meetings and ensure communications team are included as necessary 2013
Establish a networking relationship among external communications colleagues both in health and beyond
Review and where necessary update of all policies and procedures relating to communication activity
Recorded attendance at regular networking sessions and bi-monthly south Essex comms leads meetings Policies ratified by Procedural Document group
Skills map of communications and engagement team to ensure appropriate levels of qualification, experience and skills are utilised and or addressed if needed
KPIs
Amber
July 2013
Amber
September 2013
Amber
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APPENDIX B Communications products We will need to create the following new products or utilise the following existing products and achieve the following sign off to ensure compliance with brand, key messages and trust strategy: Product Power point presentation Dedicated section on Intranet Protocols
Leaflet templates Staff ‘film’ x 3 Posters
Staff Achievement Awards Health Campaigns
Description Audience For Board, Decision Senior Makers about role of SUHFT Comms Team Staff Central repository for SUHFT Comms information tools & staff templates E.g. for out of hours All staff communication, quality and and Exec strategy engagement, social media Leaflets can be adapted by SUHFT teams and are signed off managers by Comms To support HR Strategy SUHFT staff On key SUHFT messages Patients/ visitors “Packs” for managers Website content etc
Internal
e.g. Ovarian Cancer month External/ press
Lead Communications manager
Sign off Head of Comms
Web services manager
Head of Comms
Head of comms
Corporate team/ Board
Press and publications manager Communications manager Press and publications manager Communications manager
Head of comms
Head of comms/ AD HR
Press and Publications manager
Head of comms/ BUDs/ Senior clinicians
Head of comms Head of comms
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Fundraising campaigns
e.g. Bosom Pals Appeal
External
Fundraising comms manager
Applications for E.g. HSJ Awards external awards
External
Online service Dedicated web sections directory for all external facing departments The Future Governors newsletter
External
Press and publications manager Web services manager
External
Membership manager
The Look
Monthly staff bulletin
Internal
Core Brief
Monthly cascade meeting Internal
Press and publications manager Communications manager Press and publications manager Head of comms Web services manager Communications manager Communications manager Membership manager
Media releases Proactive placing of good news stories and features
External
E-chief Social Media
Internal External
CEO blog Corporate use of Twitter/ Facebook etc. Friday round up Electronic bulletin
Internal
All Email Users Email update
internal
Worker governor link meetings
Internal
Open forum
Head of comms/ AD community engagement Head of comms/ BUD/ senior clinician Head of comms
Head of comms/ Chair of Editorial Advisory Board Head of comms
Head of comms/CEO Head of comms/ BUDS/ Senior clinicians CEO Head of comms Head of comms Head of comms Head of comms/ worker governors 40 | P a g e
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APPENDIX C Communications activity We will provide regular articles and input for the following communications channels:
Description Members meetings SUHFT Open Day 2013 SUHFT AGM SUHFT Website The Look The Future Friday Round Up
Channel type meetings Open event
Audience Members Public
Distribution Face to face Face to face
Frequency Bi-monthly Annual
Open event Electronic media Magazine Magazine E-bulletin
Public/governors Public Staff Members and public SUHFT staff
Annual Daily Monthly Bi annual weekly
Core Brief
Meeting and written brief
SUHFT staff
Daily Round Up Screen savers TV screens Outlook O&S Committee FTN GPAC/Cutting Edge Health & Wellbeing Board SUHFT Payslips
E-bulletin Single statements Single statements E-Bulletin Meetings Meetings Magazines and meetings Meetings and papers
SUHFT staff SUHFT staff SUHFT Patients Stakeholders Stakeholders Stakeholders GPs Stakeholders
Face to face Online Print and online Print and online Staff net/ all email users link Face to face and Intranet Intranet Trust hardware Public wards/areas Email Verbal Verbal Email verbal
suspended quarterly
Single statements or printed material stapled to payslips Email
SUHFT staff
Print
Monthly
SUHFT staff
Online
Ad hoc
All User Emails
monthly daily monthly monthly monthly quarterly
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CEO Blog Meet the Boss
SUHFT Website and Intranet Meeting
SUHFT staff SUHFT staff
Lunch with the Boss Informal meeting SUHFT staff Have Your Say Group meeting & Group Email SUHFT staff Worker governor link Open meetings Meetings Research Networks Meetings
Governors and SUHFT staff Stakeholders
Online Open invite/divisional 8 people Face to face and online Face to face
Monthly Monthly
Bi-monthly
Verbal
TBC
Monthly Six weekly
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APPENDIX D: Stakeholder Map Stakeholder Group South East Essex Residents (361,000)
Audiences Existing patients General public Carers Children and young people Marginalised/hard to reach groups Healthwatch Patient groups incl. Patient Participation Groups Community groups
Analysis Characteristics At the heart of everything we do Receiving a service Tax payers Have wide and varied influence Have wide and varied interest See only one NHS organisation Concerns about access to services, privatisation, dignity and respect; politeness of staff Young people can be hard to reach Needs and interest Good patient experience Knowledge of and/or access to the right information in the right place at the right time. Accessible information to make choices about health and wellbeing Assurance they will get care when and where they need it Know how and where to raise concerns and complaints Opportunity to be listened to/involved in planning of services Benefits Help us achieve our vision Offer valuable feedback Ambassadors- share good experiences 43 | P a g e
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Risks • • • • • Staff
Frontline and support staff Community Healthcare staff The Board of Directors Unions inc. staff side Other local NHS staff
Help to shape services based on first-hand experience Develop services that do not meet need Complaints and negative feedback through media, MPs etc. Don’t improve as not listening potentially continue to make the same mistakes Accused of not delivering/wasting public money Disengage from health service
Characteristics • Deliver services that meet needs of local population. • Influence over other groups including patients • All are NHS patients; majority from south east Essex Needs and interest • Regular info to enable them to do their job well • Vision, values and strategic direction of the Trust • Understand what is expected of them • Understand what they can expect from the organisation Need to be valued • Benefits • Ambassadors for the organisation • Committed to achieving organisation’s vision • Employer of choice Risks •
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•
Partners and Providers
May be reluctant to change such as helping to transform a service • High quality staff not recruited CCG’s Characteristics Basildon Hospital • Commission services South Essex Partnership Trust • Provide services Independent providers • Work alongside other services delivering NHS services East of England Ambulance • Support initiatives Services Independent contractors (GPs, Needs and interest dentists, pharmacists, • To feel influential; having a role in decision making ophthalmologists) • To understand where we are going; i.e. our strategic Local professional committees direction plans Local authorities Local strategic partnerships • To understand how they fit into the strategic direction Third sector • Have an overview of our priorities and challenges Other NHS providers via • Understand our position/opinions on specific issues that Choice impact on them • Influence our direction of travel with specialist knowledge and experience Benefits • Supportive direction of travel makes it easier to take forward • More co-ordinated approach – patients only see one NHS • Better proposals with more contributions from front line staff and patients • Cross organisational sharing and support Risks 45 | P a g e
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Media
Radio stations Daily local newspaper Weekly local newspapers Regional newspapers National newspapers Professional journals
• Strategic plans may conflict with ours • Less likely to work in partnership • Always be conflicts around finance/funding • May block proposals/projects Characteristics • Present a high profile view of issues of interest to the community • May concentrate on negatives to make a ‘more interesting’ story • Their main aim is to sell newspapers/magazines/gain more listeners • Excellent mechanism to getting messages out to the community • Public service responsibility • Need to sell advertising space to survive Needs and interest • Human interest stories; patients/staff • New info not covered elsewhere Benefits • Excellent mechanism for getting information to stakeholders including patients and public • Recognition for staff; enhance recruitment • Ability to discuss issues and present a balanced argument Risks •
Unbalanced negative story could damage reputation of organisation 46 | P a g e
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•
Representatives
MPs Local and county councillors Parish and town councils Overview and Scrutiny Committees for Essex and Southend Pressure groups
May not provide the complete picture of an issue or incident • Reliant upon the professionalism of the journalist • Sub editors may cut articles resulting in misleading headings Characteristics • Protecting the interest of constituents/local population • Supporting political beliefs • Key opinion formers • Highly influential Needs and interest • Regular updates and briefings on key issues • Involvement in issues and hot topics at an early stage to ensure they have a full picture • Assurance around patient experience/improvement • Assurance that org responds to constituents issues and concerns Benefits • Able to influence publicly if supports a project/issue • Able to influence politically • Can contribute to discussions and developments from a wide perspective • Frequent contact with constituents and media; able to act as ambassador/spokesperson in some areas Risks •
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• • •
kept informed and involved Able to raise issues in parliament Able to refer to Review panels if don’t feel a process has been followed correctly/been involved correctly Able to influence the media/ source of comment for media
Government/Regulation Health and Well Being Boards Monitor CQC Auditors
Characteristics • Set policy and drivers • Set performance targets and standards Need and interest • Assurance of improvement • Assurance of meeting targets and legislation • To know when things are causing concern Benefits • Supportive and flexible in making things happen • Sharing best practice • Championing innovative work • Support in providing stories, media releases on news issues Risks • Raise concerns in public • Put intervention measures in place • Demand more assurance • Change agenda/move goalposts so Trust has to change plans 48 | P a g e
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Appendix E – high level announcement matrix Who MPs
How Telephone followed up with special bulletin OSC Chair As appropriate PCT Chief Telephone followed up with Executives/Chairs special bulletin CCG leads As appropriate followed up with special bulletin Local authority Leader As appropriate and CEO followed up with special bulletin Governors Email/special bulletin Monitor As appropriate CQC As appropriate SHA PEC/LMC Chairs Local Media Links Donors/ Charities Members
As appropriate As appropriate Briefing/ Press release As appropriate As appropriate As appropriate
Staff
CEO letter/ Trust wide cascade communications
Trust lead CEO/Chair CEO/Chair/relevant senior staff CEO/Chair/Director of Operations/Medical Director Director of Operations/ Medical Director
CEO/Chair
Trust Board Secretary CEO CEO/ Director of Nursing/ Medical Director CEO/ Director of Operations Medical Director Head of Communications Patient experience team Associate Director of Fundraising Head of Communications/ Membership Manager Chief Executive/ Head of Communications/ Director of Human Resources
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Appendix F Stakeholder Engagement Protocol Trust strategy and quality strategy This protocol is established as part of the communications and engagement planning process for the Trust strategy and quality strategy. It provides a framework for the executive to establish: •
Key stakeholders and methods by which their input has been/will be sort
•
who should communicate with whom, and when,
•
the scope or extent of what should be communicated,
•
relevant conflicts of interest and confidentiality considerations
•
evaluation methods
This protocol will ensure that communications are planned, relevant and targeted, and that we have identified our key audiences. Key audiences will cover internal, external and third party and stakeholder groups, but in practice there is considerable crossover between each of these. The stakeholder matrix included in the Communications and Engagement Strategy should be used to identify and quantify existing relationships and their ownership, relationship gaps, the different information and contribution needs of those stakeholders and the best communication vehicles for them. For example, a member of staff could also be a patient or a relative of a patient, or the reverse could be the case. This makes it all the more crucial that our messages are clear and consistent. 50 | P a g e
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Good governance means engaging stakeholders and making accountability real, by: •
Understanding formal and informal accountability relationships
•
Taking an active and planned approach to dialogue with, and accountability to, the public
•
Taking an active and planned approach to responsibility to staff
•
Engaging effectively with stakeholders.
As part of any communications planning process the executive should consider current relationships and gaps and approve or assign Trust leads for them according to the corporate objectives and executive and senior manager responsibilities. The stakeholders to whom this protocol refers comprise: Internal Audiences •
Patients and carers;
•
Relatives and friends of patients;
•
Board of Directors;
•
Staff;
•
Trade Unions;
•
Patient interest/support groups;
•
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•
Volunteers.
External and stakeholder audiences •
Health and Social Care
•
CCGs
•
GPs and primary care teams;
•
Department of Health;
•
Other NHS Trusts;
•
Overview and Scrutiny Committees;
•
CQC
•
Social services;
•
Independent sector providers.
•
Members of the Public;
•
The media;
•
Local authorities;
•
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•
Voluntary organisations;
•
Universities, schools and colleges;
•
MPs and MEPs.
NHS Foundation Trust stakeholders •
Members and member representatives;
•
Monitor;
•
Foundation Trust Network (FTN).
Third parties with roles in relation to Southend University Hospital NHS Foundation Trust These will include: •
Regulators of health professionals (GMC, Nursing and Midwifery Council etc.);
•
Charities Commission;
•
Commission for Racial Equality;
•
Disability Rights Commission;
•
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•
Health and Safety Executive
Information Commissioner;
•
National Audit Office;
•
Healthcare Commission;
•
NHS Litigation Authority;
•
Royal Colleges.
Identifying, mapping and prioritising a project’s stakeholder community and ensuring that effective and appropriate communications channels are in place with each should be a fundamental part of planning any project. In terms of the Trust strategy and quality strategy the stakeholder and timescales flowchart appended should be considered. Action plans will reflect the identified strategic objectives of the trust and any identified priorities within the given year of the relevant strategy’s life. The following will be used as markers in demonstrating progress against actions and objectives: •
Monitoring patient feedback
•
Communications audit (internal)
•
Staff surveys
•
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•
Evidence submitted under CQC
•
Media monitoring reports
•
Stakeholder questionnaire/audit
•
Regular engagement/survey of our membership
The following protocol flowchart should serve as a timetable of key events and stages in the Trust’s planning process to ensure communication and engagement activities are positioned to allow positive opportunities for participation:
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The trust board, Governors/ worker governors are supported to canvass members, staff, public and stakeholder opinion on key themes
The trust board, senior managers governors/ worker governors inform members, staff, public and stakeholder of the trust’s forward plan/quality indicators for the year ahead
Quality and Annual report submitted to DOH, uploaded to NHS Choices
Annual plan and Quality Account submitted to Monitor
Quality account sent to external stakeholders for comment
JUNE
MAY
APRIL
JUNE ONWARDS
Quality indicators set for inclusion in Quality Account
ONGOING
Communication and engagement protocol for annual plan and quality indicators
MARCH
Based on the key phases of strategic planning: plan, design, test, review and communicate, this protocol establishes the key milestones to effective engagement for the trust strategy (annual plan) and the quality strategy (indicators).
Directors and business unit directors draft strategic elements of their forward plan
Governors meeting where final plan/indicators are reviewed prior to submission
DECEMBER?
Governors meet to agree the COG collective priorities for forward plan/quality indicators based on feedback gathered DECEMBER?
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MARCH/APRIL? Governors formally share their planning / quality priorities with the BOD FEBRUARY?
Directors considering the views of COG on forward plan and quality indicators FEBRUARY/MARCH
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Appendix G: Methods of engaging toolkit Introduction There are three principle types of engagement: Provision of information, consultation or active participation. All engagement should be a fluid process and depending on the project you may need to move between the three types of engagement. As a starting point to any project it can helpful to recognise why and when you should engage, who you should engage with, what outcome you want to achieve and how it may fit in or benefit other projects taking place in the organisation. Engagement can be tricky though. What may work in one area with certain people may not work with another set of people. This paper looks at the variety of methods available to consult and engage along with their merits and limitations, to help select the most appropriate methods for the desired outcome. Tools for engaging or consulting
Focus groups/workshops A focus group or workshop is usually based on a small number of people who have been selected to discuss a single topic. Facilitators assist the discussion and record the session to ensure that all the opinions expressed are captured. This method of consultation is useful at the start of a process to help develop and test ideas or to obtain feedback on the performance of a service. 57 | P a g e
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Effort should be made to consult a diverse range of members who are representative of the population served. Pros:
Good quality information can be captured
Allows in-depth discussion of issues and resolution of problems
Face to face contact ensures attendees understand the issues
Cons:
Can be costly as there may be a need to hire external venues, independent facilitators and time and resource to recruit participants
Consultation with a relatively small number of people can mean the information gathered is not quantitative.
Groups attending may not be representative
Meetings with established groups This involves being invited to participate as guest by an existing stakeholder group. The subject you wish to consult/engage on forms part of a wider agenda at the meeting. An example may be attending a residents’ association or an established health condition support group. Pros:
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Makes use of existing networks and allows specific groups to be targeted
Face to face contact ensures attendees understand the issues.
Cons:
Since your subject forms part of a wider agenda time allocated for discussion may be limited and attendees may have little or no interest in the topic.
Responses may be weighted due to specific issues for that group.
Opinions expressed may not be representative of the wider community
Surveys and opinion polls Surveys and opinion polls can be postal, face to face, web based or conducted via the telephone. They use a standard form or letter so that all those contacted are asked the same questions in order to make evaluating the responses most effective. Where complex issues are involved surveys can be helpful in developing themes for use in subsequent focus groups. Surveys can be used as part of wider communication to stakeholders around a planned change or development and they can then be invited to comment with a set time frame.
Pros:
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They can be relatively cheap to administer depending on medium selected.
Responses are more likely to be based on individual opinion than guided by a group
Cons:
Can have a low response rate
Information may be superficial and the context of an opinion not fully explored.
Closed questions can skew the response by not allowing free expression
Events and road shows These are usually larger than a focus group and although attendees can be selected, it is usual to be open to all interested parties. There is potential to combine such events with other methods such as smaller break out focus groups or opinion polls. Events and road shows can also be used as an opportunity to raise the profile of project or organisation. Pros:
Allows are large number of people to be consulted at the same time and for large numbers of contact details to be gathered
Potential to invite a large mix of stakeholders making it representative of different groups
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Can be costly and time consuming to arrange
Requires a large venue and supporting staff
Opportunity for in-depth discussion may be limited
Can be more suited to communication rather than consultation and engagement
Individual meetings and interviews One to one meetings can be a useful way of discussing detailed or specific issues with stakeholders. Pros:
Location can be flexible
Allows in-depth discussion
Can be low coast and easy to arrange
Cons:
Likely to be focused on individual issues
Time consuming
Little quantitative information gathered and not representative
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