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Transcript of Document
Ambitions for aHealthy Kirklees
Communications and Engagement Strategy
2008/09
Contents
Executive Summary
Background
Our Vision and Values
NHS Kirklees’ Goals
Key Issues
Purpose of this Document
National Context
Current Position
Communications Aims and Objectives
Engagement Aims and Objectives
Principles for Communications and Engagement
Our Key Stakeholders
Our Key Messages
Implementation
Crisis Communications and Emergency Planning
Evaluation
Resources
Appendices
A - Communications and Engagement Action Plan 2008/9B - Organisational SWOT AnalysisC - Organisational PEST AnalysisD - Corporate Services Directorate StructureE - Public Questionnaire F - Results of Public Survey
Section 1
Section 2
Section 3
Section 4
Section 5
Section 6
Section 7
Section 8
Section 9
Section 10
Section 11
Section 12
Section 13
Section 14
Section 15
Section 16
Section 17
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
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Section 1
Executive Summary
NHS Kirklees has a clear vision:
“Working together toachieve the best health andwell being for all the peopleof Kirklees”.
To achieve this vision we have agreed our 5year strategic plan, Ambitions for a healthyKirklees.
This document outlines how NHS Kirkleeswill use communications, marketing andengagement techniques to support thedelivery of our vision and strategicobjectives over the next five years.
It also describes how we build publicconfidence in the local NHS to make surepeople trust NHS Kirklees and see us as thecustodian of local NHS spending and acampaigner for better health and wellbeing.
Communications is everyone’s business andactivity needs to be integral to the PCT’score business operation. It is crucial tobuilding and maintaining public confidencein the local NHS and must therefore beplanned and sustainable.
People, inside and outside the organisation,need to know what NHS Kirklees does, says,supports and delivers and why.
Staff at all levels need to have informationto do their job, to be supported at work, todevelop their full potential and be able toinfluence the development of theorganisation and its services.
Partner organisations need to be informedand consulted in the assessing, planningand commissioning and provision ofservices.
This strategy sets out a framework formaking sure that internal and externalcommunications and engagement meet thefollowing criteria:
• protect and reinforce a positivereputation for the NHS locally
• keep the public, staff and stakeholdersinformed
• forge a new and closer relationshipwith the public and patients, listeningto their concerns and patient issues
• build a proactive, rather than areactive relationship with the media
• production of high quality information • through a social marketing approach,
enable people to take responsibility forchanging their behaviours that affecttheir health
This strategy will be supported by acommunications plan detailing specificareas of work, both internally andexternally.
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Section 2
Background
NHS Kirklees is responsible for the health ofmore than 400,000 people across sevenlocalities in Huddersfield North,Huddersfield South, Spen, Dewsbury andMirfield, Batley, Birstall and Birkenshaw.
Kirklees covers a large and diversegeographical area which includes the urbantowns of Huddersfield, Dewsbury, Batley,Cleckheaton, Liversedge, Heckmondwikeand Mirfield, containing some areas ofconsiderable disadvantage and significantdeprivation, as well as the more rural areasin the Colne Valley, Holme Valley andDearne Valley areas of south Kirklees.
Our population is around 400,000 butprojections show a significant increase to450,000 by 2029. People are living longer,but it is a comparatively young population.
A significant factor is our large andincreasing black and ethnic minority (BME)population (14.4%) which is mainly Asian.
NHS Kirklees is the name for the“commissioning arm” of Kirklees PrimaryCare Trust, making sure that local peopleget the right care, in the right place, at theright time. NHS Kirklees also agreescontracts with local GPs, dentists,pharmacists and optometrists to deliverhigh-quality services for local people. As awhole NHS Kirklees employs 1,280 people.
As the leader of the NHS in Kirklees, NHSKirklees will work with our partners toachieve our vision and commission healthand social care services for local people.
Kirklees Community Healthcare Services isthe provider arm of NHS Kirklees and isresponsible for providing a range of high
quality primary and community basedservices, such as district nursing, healthvisiting, sexual health and contraceptionservices, child health services, intermediatecare and therapy services. The provider armemploys more than 1,100 staff.
This strategy addresses the communicationsand engagement approach for NHSKirklees. A separate document is beingdeveloped for Kirklees CommunityHealthcare Services.
Section 3
Our Vision and Values
Working together to achieve the besthealth and well being for all the peopleof Kirklees.
The following values are how the NHSKirklees will deliver its services:
• to recognise that people are at theheart of everything we do
• to support people in takingresponsibility for their own health andwell being
• to show understanding, dignity andrespect for all our clients, partners andstaff
• to encourage open, clear and honestcommunication
• to value diversity and challengediscrimination
• to encourage innovation andcontinuous improvement andcelebrate the contribution made byour staff
• to be accountable for the decisions wemake, the work we do, the resourceswe use and the impact on theenvironment
Our vision and values were developed byour staff and key stakeholders.
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Section 4
`NHS Kirklees’ Goals
GoalsTo achieve our vision, we are driven byclearly defined goals.
Our goals are:
• To place the person at the centreof everything we do So they feel they feel more able tolook after themselves, stay as healthyas feasible, and feel in control ofmanaging their problems and canmake healthy life choices.
By: supporting people in looking afterthemselves and taking responsibilityfor their own health;
providing people with personalchoice in accessing help and interventions as ‘close to home’ asfeasible;
commissioning services which arebased on, and responsive to, theperson’s needs and preferences, sofocus on outcomes;
involving local people in creatingand delivering solutions.
• To improve health and reducehealth inequalities
By: achieving the best possible healthoutcomes within available resources, by commissioningservices that encompass prevention,detection, treatment and theconsequences of ill health;
achieving equality of outcomesthrough targeting resources tofollow needs and so reducing gapsin services and support.
• Improve quality and promotesafety
By: commissioning services that aredelivered safely and to the higheststandards and are evidence basedaround clinical and costeffectiveness;
encouraging new and innovativeways of delivering services that aresensitive to the diverse needs of ourcommunity, demonstrateimprovements in quality and aredelivered in an environment thatstaff and local people can be proudof;
developing a learning environmentthat promotes continuousprofessional development,motivates people to achieve theirfull potential and aids recruitmentand retention of high calibre staff.
• To promote choice and accessibility
By: providing people with a choice ofservices and interventions, andensuring that services areaccessible, with the principle of‘closer to home’ being applied asfar as possible.
• To work well in partnership withcommunities, individual users andtheir families, staff, andorganisations
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
By: achieving real involvement of localpeople, especially users, staff andour local community in identifyingtheir needs, agreeing priorities forcommissioning, creating solutionsand taking action.
• To promote local sensitivitythrough effective commissioning
By: setting outcome based objectivesthat reflect local needs andpriorities.
doing things at the right level – egregional, PCT, locality – dependingon the issue or outcome desired.
• To promote strong clinicalleadership to drive service re-design and innovation
By: having the skills and capacity toenable effective clinical leadershipand engagement in all relevantaspects of the commissioningprocess.
• To be a visibly credibleorganisation, operating to thehighest standards
By: achieving the highest standards ofprobity and accountability, managerisk and maintain effectivegovernance arrangements thatmake sure that the organisation isrun efficiently within availableresources and in a way that inspirespublic confidence.
Section 5
Key Issues
The key issues we have identified are:
• improving the health and wellbeing of individuals
• improving the health and wellbeing of populations
Improving the health and well being ofindividualsThe personalisation of services to meetindividual needs and promoteindependence and dignity will help localpeople to:
• look after themselves• stay healthy and independent• participate fully as members of their
communities; and • choose and easily access the type of
help when they need it
Improving the health and well being ofpopulationsTo tackle inequalities the focus must be onthose most at risk, for example, childrenfrom poorer families, isolated older peopleand others who are socially andeconomically excluded. This means:
• improving the living and workingopportunities that are available toeach of us;
• understanding current and futureneeds
• identifying groups or areas that aregetting a raw deal and giving them avoice to influence improvements and;
• bringing together agencies at a locallevel to share knowledge and acttogether where necessary to improveconditions for those with most to gain
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Section 6
Purpose of this document
This is a communications and engagementstrategy for NHS Kirklees (thecommissioning arm of Kirklees Primary CareTrust).
It has been developed using a range ofinformation, intelligence and feedback fromstakeholders. These include:
• media analysis• public polling results• internal communications audits• staff and patient survey results• feedback from the Communications
and PR committee (a sub-group of theBoard)
• communications and engagementworkshops – internal and external
• feedback from Your Guides, AnnualReports, AGM and public Boardmeetings
• Patient Advice and Liaison Service(PALS) and complaints feedback
• engagement and consultationfeedback
Effective communication is about gettingthe right messages to the right audiencesthrough the most appropriate channels atthe most appropriate times. It is also a twoway process. As well as informing andsharing, we need to listen and respond.
As the lead commissioner of NHS servicesand custodian of the local NHS in Kirkleeswe need to have a clear vision for makingsure the reputation of the NHS brand isprotected. We need to make sure all NHSproviders are also committed to sharing thisstrategy, its vision and objectives.
Communications needs to be patientfocused and centred, so patients and the
public have the information they need tomake informed choices about their care andare able to influence the development ofservices.
We will also seek out ways we can workwith our partners, such as Kirklees Council,on new social marketing techniques toproactively seek to change people’sbehaviours on public health issues andhealth choices.
NHS Kirklees is committed to activelyinvolving and working in partnership withthe public and patients, to design, review,monitor and deliver quality services thatmeet their needs.
NHS Kirklees has a number of key servicechange priorities which have had, and willcontinue to have patient, carer and publicinvolvement and engagement as well asbeing subject to formal consultationprocesses.
1Patient and Public Involvement (PPI) can bedefined as the active participation ofpatients, including children, carers,community representatives and the widerpublic in the development of health servicesand as partners in their own health care. PPIgives local people a say in how services areplanned, commissioned, delivered andreviewed. It is important to recognise whoto involve through our PPI activity.Individuals and groups play different rolesand there needs to be involvementopportunities for both.
In broad terms, we need to consider three‘sets’ of people:
• those who have direct experience ofservices (patients, carers)
• members of the wider public • those who represent communities
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
1Adapted from User Involvement: A Guide to developing effective user involvement strategiesin the NHS, by Maria Kelson, College of Health 1997.
(community being defined by thecommon factor that brought peopletogether e.g. shared geography,shared characteristics – age, gender,ethnic group or shared issues)
For consistency in this strategy when we say‘patients and the wider public’ we arereferring to the above.
Section 7
National Context
There are a number of key health and socialcare policy drivers that aim to increase andimprove patient and public involvement.
In 2000, the NHS Plan laid the foundationsfor the Government’s vision for a patient ledNHS, where ‘patients are the mostimportant people in the health service’. Forthe first time the concept that patients andthe wider public could influence how healthservices were planned, developed, deliveredand reviewed was introduced.
Section 11 of the Health & Social Care Act(2001) (now section 242 of theConsolidated NHS Act 2006) placed a legalduty on all NHS organisations to involve andconsult patients and the public on:
• the planning and provision of serviceprovision
• the development of proposals forservice change
• in decisions about how servicesoperate
Strengthening Accountability: InvolvingPatients and the Public (2003) formalisedthe structures set out in the NHS Plan andestablished the following structures:
• Commission for Patient and PublicInvolvement in Health (CPPIH)
• Local Involvement Networks (LINkS)(formerly Patient and PublicInvolvement Forums)
• Overview and Scrutiny Committees(OSC)
• Patient Advice and Liaison Service(PALS)
• Independent Complaints AdvocacyService (ICAS)
Since 2003, the following documents havebeen published by the Department ofHealth which reinforce the government’svision for a patient led NHS:
• Patient and Public Involvement inHealth: The Evidence for Policy (2004)
• Every Child Matters: Change forChildren (2004)
• The NHS Improvement Plan: PuttingPeople at the Heart of Public Service(2004)
• National Standards, Local Action(2004)
• Better information, better choices,better health (2004)
• Choosing Health (2005)• Ensuring a Patient Led NHS (2005)• Commissioning a Patient Led NHS
(2006)• Our Health, Our Care, Our Say (2006) • PCT Fit for Purpose Programme (2006)• Practice Based Commissioning:
achieving universal coverage (2006)• Commissioning Framework for Health:
Commissioning for health and well-being (2007)
• Darzi Review (Our NHS, Our Future)• Healthy Ambitions (2008)
In addition to the above, the World ClassCommissioning Assurance process willassess NHS Kirklees on how it proactivelybuilds continuous and meaningful
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engagement with the public and patients toshape services and improve health.
This strategy should be read alongside thefollowing strategic documents:
• Ambitions for a healthy Kirklees our 5year strategic plan
• Joint Strategic Needs Assessment• Organisational Development Plan• Finance Plan• Local Operating Plan
Section 8
Current Position
A SWOT and PEST analysis have beenundertaken as part of developing ourcorporate strategies and will be reflected inany communications activity. These can beseen in Appendices B and C.
The Ambitions for a healthy Kirklees setsout the local plans for improving the healthand wellbeing for our population for thenext 5 years. So that people have support tostay healthy and can get their care as closeto home as possible. Our ambition is for alocal NHS that:
• is responsive and flexible• supports people to take control of
their lives• is high quality and safe• gives people choice and the right
information at the right time
The public health challenges facing the NHSare complex and numerous. Of the 23wards within Kirklees, eight fall within the25% most deprived in England and Wales.
For example, the infant mortality rate inKirklees (the number of babies born whodie within the first year of life) is higherthan the national average in all but twolocalities within Kirklees (Denby Dale andthe Valleys). Infant mortality is an importantunderlying indicator of the health of thepopulation, in particular mothers. We areurgently working on the factors that giverise to this problem.
In addition an above-national averageproportion of Kirklees residents describetheir health as ‘not good’. Tooth decayamong five-year-olds in Kirklees issignificantly higher than the national andregional average. The proportions ofresidents being treated for severe mentalhealth problems, for substance misuse, orregistered as having diabetes, are all aboveaverage.
Life expectancy in Kirklees is significantlylower than the national average, particularlyin some wards within the town centre areaof Huddersfield and wards within NorthKirklees. Death rates from smoking, cancer,heart disease and stroke are all significantlyhigher than average. The increasing levelsof obesity within the population are alsoworrying. Alcohol consumption withinKirklees is a cause for concern and iscontributing to the poor health of thepopulation.
The commissioner and provider landscape inKirklees is diverse. Our population receiveshospital services largely from two mainproviders – the Calderdale and HuddersfieldNHS Foundation Trust (CHFT) and the MidYorkshire Hospitals NHS Trust (MYHT).Hospital services are also commissionedfrom a wide range of other trusts, includingBradford, Leeds, Sheffield and Barnsley.
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Community services are provided byindependent contractors, our provider armand voluntary and community sectororganisations. There are a range of practicebased commissioning consortia, a successfullocal authority and a range of specialistcommissioning arrangements with otherprimary care trusts as well as South WestYorkshire Mental Health Trust (SWYMHT).
The main challenge for NHS Kirklees is tomake sure it delivers the right services, atthe right time, in the right way and in a waythat local people want.
For communications and engagement ourresearch, insight and experience highlightways in which we can improve ourcommunications and engagement if we areto be a world class leader. Our key learningsinclude:
• Media analysis consistently shows thatNHS Kirklees in the main attractspositive publicity. Although specificlocal issues have attracted negativecoverage, such as a campaign to fundhelmets for babies with enlargedheads and criticisms of local GPs overprescribing morphine. However, issuessuch as changes to maternity servicesat Calderdale and Huddersfield FThave received more positive coveragethan might have been expectedbecause of intensive localcommunications activities. Whenpublic health type messages areconveyed coverage tends to bepositive.
• Findings from an internalcommunications audit showed thatstaff value their regular staffnewsletter TalkAbout. Other findingswere that staff regularly use theintranet but it quickly gets out of date,
too much irrelevant information wassent out by email, notice boards wereout of date and untidy. The weekly e-bulletin Weekly Talk was valued bystaff but some would appreciate adepartment based one.
• Results from the 2007 staff surveyshowed that the PCT scored well forstaff feeling that their team workedwell but were in the lowest 20 percentwhen it came to staff feeling that theyhave clear goals in their job, are givenclear feedback and get the chance toparticipate in decision making.
• Feedback received from a publicquestionnaire undertaken to supportthe development of this strategyshowed that 81.7 % of those whoresponded (71) felt they knew whatNHS Kirklees was responsible for. Thesurvey also gathered views on whetherrespondents thought NHS Kirkleeshelped to manage and improve thehealth and well being of the localcommunity (73.6 % said yes and 20.8% said no); whether NHS Kirklees hadhelped to influence peoples’ viewsand expectations of the NHS (50.9%said yes and 49.1% said no); and ifNHS Kirklees listened to the views oflocal people (50% said yes and 50%said no). A copy of the survey and fulldetails of the results can be found inAppendices D and E.
• Public polling research done by InsightResearch for NHS Yorkshire andHumber in August 2008 shows thatrespondents were generally positiveabout local services – particularly GPsand hospital doctors. On overallsatisfaction questions, NHS Kirklees issomewhat below average, with A&Ehaving the lowest scores. Non-users of
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the health service were markedly lesssatisfied than users and satisfactionamongst users of services has gonedown since last year.
• Feedback from voluntary andcommunity groups shows that theywould favour a regular newsletter ormailshot directly into people’s homes.
• The use of the Reader’s Panel inassessing the quality of our patientinformation is improving and providesvaluable input as well as meaningfulengagement.
• Corporate reports lack a distinctbrand, aside from the NHS logo,therefore reflecting the need for abranding/marketing strategy for NHSKirklees to promote our visual identity.
• Feedback on the website and ourexperiences highlight the necessity fora major overhaul and good quality up-to-date information.
• The PALS service is a popular servicewhere patients can make a complaint,compliment or seek advice with 650people contacting the PALS serviceeach month.
• Good relations exist between NHSKirklees and Kirklees Council, withopportunities for joint publicity andjoint campaigning.
• A mapping exercise is beingundertaken to identify publicinvolvement and strengthen ourengagement activity by developing atoolkit and recording activity in acentral database.
Section 9
Communications Aims andObjectives
For NHS Kirklees to achieve its strategicobjectives and vision as well as positionitself as the local leader of the NHS, thisstrategy sets out the followingcommunications and engagement aims andobjectives:
Internally• to facilitate effective two-way internal
communications (consistent, timelyand relevant information) within NHSKirklees to make sure that all staff aregiven every opportunity to be fullyinformed and involved in the workand strategic direction of the PCT
• to encourage and develop co-operation, the exchange of ideas,views and information throughoutNHS Kirklees
• to develop a culture where managersand staff feel motivated andempowered to make a contribution,and where communication is seen as ajoint responsibility
• communicate and celebrate oursuccesses and learn from our failures
• enabling and supporting staff to beambassadors for NHS Kirklees and theNHS generally
• make sure the communications teamhas the appropriate communicationsand marketing skills and expertise
Externally• to improve the reputation and raise
the profile of NHS Kirklees, its servicesand the local NHS and marketourselves as the leader of the NHS inKirklees
• to further develop our media relationsand continue to adopt a proactive
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
approach to the media to help shapepublic awareness and manageexpectations of the local NHS
• to inform patients and stakeholders ofplans, service developments, andpublic health messages
• to develop clear two waycommunication with patients and thepublic, where patients, carers andusers can feedback
• to communicate and celebrate ourachievements and successes, buildingour credibility and trust
• to develop clear and consistent publicinformation
• to develop effective communicationwith hard-to-reach groups
• to develop effective relationships withkey stakeholders
• to involve and consult with patientsand the public and involve them indecisions, always looking for newopportunities
In addition, NHS Kirklees will use a socialmarketing approach within public health toeffect behaviour change based on insight.Our vision for social marketing is: “Puttingpeople at the heart of policy,communications and delivery to encouragebehaviour change”.
Our overall aim is to use social marketing toimprove health and tackle healthinequalities in Kirklees.
We will take the following approach tosocial marketing:
• Clear focus on behaviour, with specificbehaviour goals
• Uses consumer and/or market research• Is theory-based and informed • Is insight driven• Uses exchange concept• Uses competition concept
• Uses a segmentation approach (notjust targeting)
• Integrates a mix of methods(‘intervention mix’ or ‘marketing mix’)
The target groups are those priority groupsidentified in the JSNA, LAA, locality andprogramme plans.
Section 10
Engagement Aims andObjectives
NHS Kirklees aims is to make sure that thepublic and service users are actively involvedin the design, review and monitoring ofservices. Through involvement, we alsostrive to enable people to take control oftheir own health and well-being. We willachieve this by meeting the followingobjectives:
• making Patient and Public Involvementan integral part of PCT working whendesigning, reviewing and deliveringservices and using information toimprove service user experience
• implementing a two way process ofcommunication between NHSKirklees, the public and service users
• recognising the diversity of the publicand service users
• raising awareness and promotingactive involvement of staff in theprinciples of Patient and PublicInvolvement
• developing strategies with partners inthe local health economy to ensure aseamless service
• developing approaches to patient ledperformance management to ensurerobust monitoring of patientexperience
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• developing ways of identifying whoour seldom heard groups are andwhat the best methods are to reachthem
• developing methods and systems tomake sure our information reaches theright audiences
• using patient and public involvementactivity to make people aware ofactions they can take as individuals toimprove and protect their own health
Section 11
NHS Kirklees Principles forCommunication andEngagement
Our principles for communications are:
• clear, open, honest, effective andaccountable
• corporate – clear, accurate andconsistent messages, linked to thevision and values and visual branding
• work in a way that encourages andsupports good two-waycommunication
• planned, timely, targeted andaccessible – reaching the rightaudience at the right time,particularly seldom heard groups
• cost effective, high qualityinformation – maximising ourresources
• communications is everyone’sresponsibility and skills will be sharedand developed
• work in partnership with otheragencies, key stakeholders and thepublic
• listen – relate effectively with staff,patients and stakeholders
Our principles for engagement are:
• when consulting on changes toservices there must be openness andhonesty regarding any local and ornational drivers for change
• there must be honesty about thescope of the public and patientinvolvement, since some decisionscannot be made by the public
• there must be transparency andopenness in the procedures forinvolving patients and the public
• NHS Kirklees must be accountableand responsive to the feedback theyreceive from local stakeholders. Inturn the public has a responsibility touse services appropriately.
• be clear on the purpose and natureof the engagement and how theoutcome will be communicated backto those involved and affected
• use a variety of methods andprocesses taking account of howpeople prefer to be involved andenabling all sectors of the communityhave an opportunity to have their say
To help embed these principles across theorganisation we are developing acommunications style guide and a patientinvolvement toolkit.
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Section 12
Our Key Stakeholders
The primary audience of thecommunications team includes Kirkleesresidents and patients, NHS Kirklees staffand key stakeholders. The secondaryaudience is made up of community leaders,opinion formers, businesses, public agenciesand politicians who impact on the work ofthe district.
Good communication with audiencesoutside of NHS Kirklees is essential to makesure they are informed of PCT activities anddecisions, and to explain how and whydecisions have been reached. It helps tobuild public confidence in the local NHS andgive people the information they need tomake informed choices about their care andsupport them to take responsibility for theirown health. It also gives people theopportunity to feedback about our servicesor the decisions we make.
We are working closely with KirkleesCouncil on ways of joining up ourcommunications as much as possible toavoid duplication. We now have a jointreadership panel which meets regularly todiscuss issues as well as making sure ourcommunications are easy to understand anduser friendly.
Effective internal communications meanswe will:
• run the business of NHS Kirklees moreeffectively
• have a workforce that is confident andskilled at listening and communicating
• have and retain a workforce whichconsiders itself valued
• be able to communicate moreeffectively with our external audiences– because our own staff are our bestambassadors
Staff and public involvement are key tohelping develop the profile and reputationof NHS Kirklees and will help delivercommitment as well as “champions” forthe local NHS.
Regular communication and involvementwith staff and patients matters because itmotivates people and wins acceptance of acommitment to change.
The following highlights the keystakeholders and the methods ofcommunicating with them.
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Internally:
• All staff• Community services staff• Staff in different locations• HQ staff • Directors• Trade Union reps• Other independent contractors:
community pharmacists, dentists andopticians, and their staff
• Board members, including Non-Executive Directors (NEDs)
• Professional Executive Committee(PEC) members
• The Senior Management Team (SMT)• Board sub committee members
Written• Weekly e-bulletin (Weekly Talk)• Staff newsletter (TalkAbout)• Email • Intranet • Notice boards • Payroll attachments • Annual staff surveys using feedback
to improve communications• One to ones• Letters• Posters/notices
Verbal• Team Briefing (Team Talk)• Lunchtime sessions with CEO and
Chairman (Lunch Talk)• Open staff sessions (Talk Time) • Presentations
Events• Trust board meetings• AGM• Annual staff awards• SMT meetings • Staff meetings • Investors in People accreditation • Work shadowing
Marketing• Text messaging
Internal Stakeholders Methods
NHS / partners• Department of Health• Yorkshire and Humber Strategic
Health Authority• Independent and salaried
contractors: GPs, dentists,pharmacists, optometrists and theirstaff
Written• A variety of NHS Kirklees publications
(including annual report, guide toservices)
• Leaflets, posters and other materialsproduced by NHS Kirklees
• Website – www.kirklees-pct.nhs.uk
External Stakeholders Methods
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• NHS provider trusts with whom thePCT contracts
• Neighbouring PCTs• NHS Direct• Local professional committees • Kirklees Council • Private and voluntary sector providers• Independent Sector Treatment
Centres• Connecting for Health/NPfIT
Local government• Politicians: local MPs and councillors• Kirklees Council (executive and
officers)• Town and Parish councils
Public• Patients, service users and carers• Groups and individuals the NHS
traditionally find seldom heard –travellers, older people, youngpeople, people for whom English isnot their first language etc
• Resident population• Pressure / interest groups• Voluntary and community
organisations• Local Involvement Network (LINk)• Parents• School leavers and university
graduates (prospective employees)• BME communities• School – pupils, teachers and
governors• Media• Care homes• Local businesses• Drug companies• Huddersfield University and local
colleges
• Press releases• Emails• Public newsletter• Direct mailing • Patient diaries• Patient Opinion• Have your say cards
Verbal• Focus groups• Workshops• Attendance at community events• Chief Executive briefings of MPs and
councillors
Events• Trust board meetings held in public,
including AGM • Attendance at meetings and forums • Events and presentations• Practice protected time events• Surveys • Requesting patient and public
feedback / comment • Mobile exhibitions
Marketing• Marketing campaigns• Social marketing interventions• Text messaging• Digital TV• Pod casts and downloads• DVDs/CDs• Sponsorship/accreditation• Sandwich boards/town crier• Washroom advertising
External Stakeholders Methods
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
We recognise that one size does not fit alland we have to adapt our communicationsand engagement methods to suit ourparticular audience. Good communication isachieved through using a variety of toolsand techniques.
We are working on developing a range ofdatabases to make sure we target the rightpeople with the right information and avoidduplication when undertaking engagementwork.
Section 13
Our Key Messages
We will work to a set of key messages,which we will use in our public and internalinformation to make sure we are consistent.These are linked to NHS Kirklees’ vision andvalues and strategic objectives.
Service Users and the Public• Service users and the public are at the
heart of everything we do• We will support people in taking
responsibility for their own health andwell being
• We want patients to be involved inshaping their own health services andusing them responsibly
• We respect the different make-up ofour local community and will workwith them to support their needs.
• We will make sure that services areavailable as close as possible topeople’s homes
• We will not tolerate violence andaggression towards our staff.
• We will value diversity and challengediscrimination
Finance/Resources• We will use our resources effectively to
provide the best health service to localpeople that we can afford
• We will allocate our finances fairly andobjectively
• We will strive to reduce carbonemissions and make sure PCT activityhas a minimal impact on theenvironment
Public Health• We will work in partnership with local
people and all relevant organisationsto improve health and well being
• We will work in partnership withothers to reduce local healthinequalities
• We will make sure that the most up-to-date information and methods areused to prevent ill health
Performance• We will strive to continuously improve
our performance and provide the bestpossible care as well as accessiblehealth services, alongside our partners
• We will make sure local primary careand community health services aredelivered safely and to the higheststandards
• We want patients to have access togood quality healthcare premises.
• We are the leader of the NHS inKirklees – we are your local NHS
• We will keep people informed aboutthe service they can expect and do ourbest to meet local needs
Getting the best from our people • We will treat each other with
understanding, dignity and respect• We will value diversity and challenge
discrimination• We will work as a team and carry out
our jobs to a high standard
• We value our staff and want todevelop a learning environment whichpromotes continuous personal andprofessional development
• We will encourage new and innovativeways of delivering services andcelebrate success
• We want all our staff to be confident,well trained and skilled at listeningand communicating
• We will tackle poor performance andinappropriate behaviour.
There will be additional key messages forspecific programmes, e.g. urgent care and18 weeks.
Section 14
Implementation
The action plan for delivery over the next 12months is set out in Appendix A, which issplit into internal communications, externalcommunications and public and patientinvolvement.
The following priority areas have beenidentified for communications, engagementand social marketing in 2008/9:
• review of communications staffingstructure to identify any skill gaps
• overhaul of the NHS Kirklees websiteand associated Intranet
• re-development of a new TeamBriefing system, including training
• forward media, marketing and eventplanning with Kirklees Council
• new public newsletter to be mailed toevery household
• developing and marketing the NHSKirklees brand
• audit of publicrelations/communications
• increased proactive media activity• develop guidance and procedure on
producing patient and publicinformation
• develop engagement toolkit• produce a communications style guide
and toolkit• develop a social marketing action plan• develop and co-ordinate delivery of
social marketing programmes withpublic health programme leads
• evaluation of existing skills andcapacity for social marketing
• gain the Investors in Peopleaccreditation and the support of staffas communications ambassadors
• update of media training for thesenior management team and anyother key personnel.
• develop systems to evaluate thesuccess of PPI activities
• ensure that seldom heard groups anddiversity issues are reflected inengagement activities
• map PPI activity across NHS Kirklees• develop database to capture PPI
activity• develop database of ‘interested
members of the public’ who wish tobe involved in PPI
• map voluntary organisations withinKirklees to enable effective andtargeted engagement andinvolvement
• develop methods for capturing patientexperience that systematically enablesevaluation of performance
• continuing to develop and promotePALS
20
Section 15
Crisis Communication andEmergency Planning
The media handling policy outlines ourapproach to handling the media on a day-today basis and in a crisis. A Memorandumof Understanding is being developedbetween all local NHS organisations tomake sure that sufficient communicationssupport is available to support organisationsduring a crisis, particularly one that lastsseveral days.
We also have media protocols with KirkleesCouncil covering joint statements andpartnership working across health andsocial care, as well as the West YorkshireEmergency Media Protocol.
NHS Kirklees has an emergency plan whichincludes communications roles andresponsibilities.
Work is also underway to ensure that NHSKirklees has a robust communications planin place in the event of a flu pandemic.
Section 16
Evaluation
It is important to demonstrate that NHSKirklees listens to comments andsuggestions from staff, patients and thepublic and reviews methods ofcommunications to see if they are effective.Equally, it is important that the changes wemake because of patient/public and staffinvolvement is communicated and reportedback in the most appropriate way.
The effectiveness of this strategy will bemonitored internally through:
• the annual staff survey• an annual internal communications
audit • annual readership survey for staff
newsletter, TalkAbout• intranet use• surveys on specific issues• feedback from Team Brief, Talk Time
with the Chief Executive and LunchTalk with the Chief Executive andChairman
• feedback from induction and otheremployee training
And externally through:• regular audits, assessed against the
principles and objectives outlined inthis document
• patient, public and stakeholdersurveys
• feedback from the annual patientprospectus – Your Guide
• public polling• monitoring of media coverage• website use• patient feedback at events• regular review of the key principles,
objectives and key messages outlinedin this strategy
• measuring the success of our goalsand outputs
• complaints• PALs enquiries• Local Involvement Networks (LINks)• Patient Opinion • Kirklees Overview and Scrutiny
Committee
A Communications and PR Committee (sub-committee of NHS Kirklees Board), withrepresentatives from each directorate and anon-executive, has been set up to developthis strategy and this group will oversee itsimplementation.
21
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Section 17
Resources
NHS Kirklees has a dedicatedcommunications team and a dedicatedpublic and patient involvement team. Inaddition to this, NHS Kirklees jointly fundsthe Working in Partnership Team, that ishosted by Kirklees Council.
Both teams sit within the corporate servicesdirectorate. Appendix D shows our existingstructure.
The communications overall budget thatincludes both pay and non pay for 2008/9 is£221,000 The patient and publicinvolvement overall budget is £185,000.
22
23
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Ap
pen
dix
A
Com
mun
icat
ions
and
eng
agem
ent
actio
n pl
an 2
008/
9
Imp
rovi
ng
inte
rnal
co
mm
un
icat
ion
s
To f
acili
tate
eff
ectiv
e tw
o-w
ay in
tern
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ns(c
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sten
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imel
y an
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nt in
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k
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ch r
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entif
ied
Ou
tco
me
24
Imp
rovi
ng
inte
rnal
co
mm
un
icat
ion
s co
ntin
ued
To m
ake
sure
tha
t al
l sta
ffar
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port
unity
to
be f
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info
rmed
and
invo
lved
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e w
ork
and
stra
tegi
cdi
rect
ion
of N
HS
Kirk
lees
Ob
ject
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rovi
de c
omm
unic
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lees
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ity H
ealth
care
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evel
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nks
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ted
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thly
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thly
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alk)
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icat
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ppor
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mun
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supp
ort
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ided
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mun
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nche
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leas
t fo
ur s
essi
ons
held
eac
h ye
ar
Up-
to-d
ate
intr
anet
Ou
tco
me
25
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
NH
S K
irkle
es f
actf
ile –
wha
t w
e do
,ou
r vi
sion
and
val
ues,
key
obj
ectiv
es
Wor
k sh
adow
ing,
acr
oss
all l
evel
s of
the
orga
nisa
tion
Mar
ketin
g of
NH
S K
irkle
es’ v
isio
nan
d va
lues
and
str
ateg
ic o
bjec
tives
Dev
elop
a w
eb p
orta
l for
inde
pend
ent
cont
ract
ors
to in
form
them
of
PCT,
reg
iona
l and
nat
iona
lpo
licie
s, a
dvic
e, n
ews,
and
deve
lopm
ents
Con
tinue
d m
arke
ting
of in
tern
alTA
LK b
rand
ing
NH
S K
irkle
es w
ho’s
who
- li
st o
fte
ams
and
indi
vidu
als
and
thei
r w
ork
area
s pl
us p
hone
num
bers
and
e-
mai
ls (e
lect
roni
c)
Com
mun
icat
e ch
ange
s to
/new
polic
ies
and
proc
edur
es v
ia T
eam
Brie
f an
d w
ebsi
te
Con
tinua
lly a
udit
and
eval
uate
the
abov
e m
etho
ds. A
nnua
lly in
tern
alco
mm
unic
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ns a
udit
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ated
Sep
t08 O
ngoi
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p-an
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’s w
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ily a
vaila
ble
Aud
it re
sults
com
plet
edan
d fe
d ba
ck t
o th
eor
gani
satio
n
26
Imp
rovi
ng
inte
rnal
co
mm
un
icat
ion
s co
ntin
ued
To e
ncou
rage
and
deve
lop
co-o
pera
tion,
the
exch
ange
of
idea
s, v
iew
san
d in
form
atio
nth
roug
hout
NH
S K
irkle
es
To d
evel
op a
cul
ture
whe
re m
anag
ers
and
staf
ffe
el m
otiv
ated
and
empo
wer
ed t
o m
ake
aco
ntrib
utio
n, a
nd w
here
com
mun
icat
ion
is s
een
asa
join
t re
spon
sibi
lity
Ob
ject
ive
Staf
f fo
rum
s/Te
am t
ime
outs
Team
brie
fing
trai
ning
Esta
blis
h a
visu
al id
entit
y an
dbr
andi
ng f
or N
HS
Kirk
lees
and
mak
esu
re a
ll in
form
atio
n m
ater
ials
are
appr
opria
tely
bra
nded
and
adh
ere
toN
HS
guid
elin
es
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k w
ith s
taff
to
audi
t an
d up
date
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ting
leaf
lets
/pub
lic in
form
atio
n
Mak
e su
re m
anag
ers
are
awar
e of
thei
r re
spon
sibi
litie
s to
ach
ieve
effe
ctiv
e co
mm
unic
atio
ns
Prod
uce
a co
mm
unic
atio
ns s
tyle
guid
e an
d to
olki
t fo
r st
aff,
whi
chin
clud
es “
com
mun
icat
ions
cham
pion
s” a
nd w
here
com
mun
icat
ions
can
be
sour
ced,
plus
key
mes
sage
s.
Qua
rter
ly c
omm
unic
atio
ns a
nd P
PIro
ad s
how
s
Key
ou
tpu
ts
Ong
oing
Star
t D
ec 0
8
Ong
oing
Ong
oing
Ong
oing
Laun
ch b
y Ja
n09 La
unch
by
Dec
08Tim
esca
le
AD
’s/O
D
AD
Com
ms
and
PR
Com
ms/
grap
hics
Tea
m
Com
ms/
grap
hics
Tea
m
Dire
ctor
s/A
Ds
Com
ms
Team
Com
ms/
PPI
Team
s
Lead
90%
tra
ined
Posi
tive
publ
ic p
ollin
gre
sults
– b
rand
reco
gniti
on
Aud
it of
leaf
lets
Thro
ugh
pers
onal
deve
lopm
ent
plan
s
Com
mun
icat
ions
hand
book
wid
ely
avai
labl
eU
p-to
-dat
e no
tice
boar
ds
Road
sho
ws
held
at
vario
us lo
catio
ns
Ou
tco
me
27
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
To c
omm
unic
ate
and
cele
brat
e ou
r su
cces
ses
and
lear
n fr
om o
urfa
ilure
s
Gai
n th
e In
vest
ors
in P
eopl
eac
cred
itatio
n
Prom
otio
n of
act
iviti
es t
hrou
gh s
taff
new
slet
ter
Talk
Abo
ut
Ann
ual a
war
ds e
vent
for
all
staf
f
Cel
ebra
ting
the
Tale
nts
even
t
Prom
otio
n of
act
iviti
es in
the
loca
lm
edia
Dea
l with
issu
es a
risin
g fr
om a
nnua
lst
aff
surv
ey a
nd o
ther
fee
dbac
km
echa
nism
s
To d
evel
op e
ffec
tive
links
with
prac
tice
base
d co
mm
issi
oner
s an
dH
ITs
to p
rom
ote
thei
r ac
tiviti
es
By D
ec 0
9
Ong
oing
Oct
08
Sept
08
Ong
oing
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ch 0
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Com
ms
and
PR/O
D
Com
ms
team
/all
staf
f
Cor
pora
tese
rvic
es/H
R
Patie
nt c
are
& p
rofe
ssio
ns
Com
ms
Team
SMT/
OD
/HR
Com
ms
Team
and
proj
ect
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ccre
dite
d
80%
of
staf
f va
lue
new
slet
ter
Even
t he
ld, w
ell
atte
nded
and
pos
itive
feed
back
Even
t he
ld a
nd w
ell
eval
uate
d
100
proa
ctiv
e m
edia
stor
ies
Act
ion
plan
sde
velo
ped
28
Imp
rovi
ng
ext
ern
al c
om
mu
nic
atio
ns
To im
prov
e th
e re
puta
tion
and
rais
e th
e pr
ofile
of
NH
S K
irkle
es, i
ts s
ervi
ces
and
the
loca
l NH
S
Ob
ject
ive
Ove
rhau
l of
the
NH
S K
irkle
esw
ebsi
te a
nd a
ssoc
iate
d in
tran
et,
with
ass
ocia
ted
plan
to
keep
itup
date
d
Revi
ew o
f co
mm
unic
atio
ns s
taff
ing
stru
ctur
e to
iden
tify
any
skill
gap
s
Prom
ote
the
serv
ices
of
NH
S K
irkle
esat
eve
ry o
ppor
tuni
ty
Liai
se w
ith a
nd b
e in
form
ed b
ydi
rect
orat
es o
f po
tent
ial m
edia
inte
rest
of
a po
sitiv
e or
neg
ativ
ena
ture
on
a re
gula
r an
d tim
ely
basi
s
Liai
se c
lose
ly w
ith P
ALS
, PPI
and
com
plai
nts
staf
f on
cur
rent
issu
esbe
ing
rais
ed b
y pa
tient
s
Dev
elop
a b
rand
ing/
mar
ketin
gst
rate
gy t
o po
sitio
n N
HS
Kirk
lees
as
the
loca
l lea
der
of t
he N
HS
Revi
ew n
ew w
ays
of c
omm
unic
atin
gvi
a w
ebsi
te, i
nclu
ding
pod
cas
ts, v
iral
emai
l, SM
S, s
ocia
l net
wor
king
site
s
Key
ou
tpu
ts
By M
arch
09
By D
ec 0
8
Ong
oing
Ong
oing
Ong
oing
By M
arch
09
June
09
Tim
esca
le
Com
ms
Team
/HIS
AD
Com
ms
and
PR/H
ead
of C
omm
s
Com
ms
Team
/all
staf
f
Com
ms
Team
/SM
T
Cor
pora
tese
rvic
es
Com
ms
Team
/gra
phic
s/SM
T
Com
ms
Team
/soc
ial
mar
ketin
gm
anag
er
Lead
Up-
to-d
ate
inte
rnet
Re
gula
r hi
ts a
cros
s th
esi
te
Fully
ski
lled
com
mun
icat
ions
tea
m
Prod
uctio
n of
Ann
ual
Repo
rt a
nd Y
our
Gui
de. P
ositi
ve m
edia
anal
ysis
and
pub
licpo
lling
res
ults
Posi
tive
med
ia a
naly
sis
and
publ
ic p
ollin
gre
sults
Redu
ce t
he n
umbe
r of
com
plai
nts
Publ
ic r
ecog
nitio
n in
publ
ic p
ollin
g re
sults
Ou
tco
me
29
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
To a
dopt
a p
roac
tive
appr
oach
tow
ards
the
med
ia t
o ra
ise
publ
icaw
aren
ess
of t
he lo
cal
NH
S
To p
rovi
de c
omm
unic
atio
ns s
uppo
rtto
Kirk
lees
Com
mun
ity H
ealth
care
Serv
ices
Dev
elop
men
t of
ann
ual m
edia
and
even
ts p
lan,
whi
ch s
cope
s ou
tre
gula
r m
edia
opp
ortu
nitie
s.
Incr
ease
d pr
oact
ive
med
ia a
ctiv
ity
Org
anis
e, w
here
app
ropr
iate
inte
rvie
ws,
mee
tings
and
tou
rs o
fpr
emis
es
Mee
t w
ith r
espo
nsib
leed
itors
/jour
nalis
ts o
n a
regu
lar
basi
san
d m
aint
ain
posi
tive
rela
tions
hips
Mak
e su
re M
edia
Pol
icy
and
Proc
edur
e is
und
erst
ood
and
used
by
all s
taff
Upd
ate
of m
edia
tra
inin
g fo
r th
ese
nior
man
agem
ent
team
and
any
othe
r ke
y pe
rson
nel
Prod
uce
med
ia h
andb
ook
for
staf
f
Ong
oing
On
targ
et
Ong
oing
On
targ
et
Ong
oing
By J
une
09
By D
ec 0
8
Hea
d of
Com
ms
Com
ms
Team
/Kirk
lees
Cou
ncil
com
ms
Com
ms
Team
Com
ms
Team
/CEO
/Ch
airm
an
Com
ms
Team
/sen
ior
man
ager
s
Com
ms
Team
/SM
T
Com
ms
Team
Ded
icat
ed p
rovi
der
com
mun
icat
ions
supp
ort
Posi
tive
NH
S K
irkle
esm
edia
cov
erag
eou
twei
ghs
nega
tive
med
ia c
over
age
by70
% v
30%
ove
r a
12m
onth
per
iod
Posi
tive
med
ia a
naly
sis
Regu
lar
mee
tings
with
key
jour
nalis
ts
No
case
s of
whi
stle
blow
ing
Posi
tive
med
ia a
naly
sis
SMT
med
ia t
rain
ed
Dis
trib
uted
with
indu
ctio
n in
form
atio
n
30
Impr
ovin
g ex
tern
al c
omm
unic
atio
ns c
ontim
ued
To in
form
pat
ient
s an
dst
akeh
olde
rs o
f pl
ans,
serv
ice
deve
lopm
ents
,an
d pu
blic
hea
lthm
essa
ges
Ob
ject
ive
Prod
uctio
n of
Ann
ual R
epor
t w
ithap
prop
riate
mes
sage
s
Prod
uctio
n of
You
r G
uide
Prod
uctio
n of
a q
uart
erly
six
-pag
epu
blic
new
slet
ter
to e
very
hou
seho
ld
Prod
uctio
n of
hig
h qu
ality
pat
ient
info
rmat
ion
leaf
lets
Dev
elop
and
del
iver
soc
ial m
arke
ting
prog
ram
mes
Prom
ote
loca
l and
nat
iona
l hea
lthpr
omot
ion
activ
ities
, whi
chen
cour
age
peop
le t
o ta
ke c
ontr
ol o
fth
eir
own
heal
th a
nd w
ell b
eing
Key
ou
tpu
ts
On
targ
et
On
targ
et
Laun
ch O
ct 0
8
Ong
oing
On
targ
et
Tim
esca
le
Com
ms
Team
/fin
ance
/se
nior
man
ager
s
Com
ms
Team
/sen
ior
man
ager
s
Com
ms/
grap
hics
tea
m
Com
ms/
grap
hics
tea
m
Soci
alm
arke
ting
man
ager
/C
omm
s/gr
aph
ics
team
Com
ms/
publ
ic h
ealth
Lead
Ann
ual r
epor
tpu
blis
hed
for
AG
M
Your
Gui
de d
istr
ibut
edan
d ev
alua
ted
Four
new
slet
ters
dist
ribut
ed e
ach
year
Rele
vant
hig
h qu
ality
patie
nt in
form
atio
npr
oduc
ed
Supp
ort
3-5
publ
iche
alth
cam
paig
ns
25 r
elev
ant
pres
sre
leas
es is
sued
per
yea
r
Ou
tco
me
31
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
To d
evel
op c
lear
tw
o w
ayco
mm
unic
atio
n w
ithpa
tient
s an
d th
e pu
blic
,w
here
pat
ient
s, c
arer
san
d us
ers
can
feed
back
To c
omm
unic
ate
and
cele
brat
e ou
rac
hiev
emen
ts a
ndsu
cces
ses
Feed
back
mec
hani
sm v
ia N
HS
Kirk
lees
web
site
and
thr
ough
“Yo
urVo
ice”
ele
men
t of
NH
S C
hoic
esw
ebsi
te
Opp
ortu
nitie
s fo
r qu
estio
ns a
ndfe
edba
ck a
t th
e N
HS
Kirk
lees
Boa
rdm
eetin
gs
Con
tinue
d de
velo
pmen
t of
Rea
der’s
Pane
l
Revi
ew o
f N
HS
Kirk
lees
web
site
,in
clud
ing
its a
cces
sibi
lity
and
usef
ulne
ss o
f in
form
atio
n
To s
uppo
rt t
he S
HA
in p
ollin
g th
epu
blic
on
the
NH
S
Liai
se w
ith a
nd b
e in
form
ed b
ydi
rect
ors
and
seni
or m
anag
ers
abou
tal
l ong
oing
dev
elop
men
ts in
the
PC
Ton
a r
egul
ar a
nd t
imel
y ba
sis
Invo
lvem
ent
in k
ey p
roje
ct t
eam
san
d es
tabl
ishe
d lin
ks w
ith p
ublic
heal
th p
rogr
amm
e le
ads
and
com
mis
sion
ing
man
ager
s
On
targ
et
Ong
oing
Rela
unch
edO
ct 0
7
Rela
unch
Sep
t09 C
ompl
eted
Ong
oing
Ong
oing
Com
ms
Team
/PA
LS
Cor
pora
teSe
rvic
es
PPI/
Com
ms
Team
Com
ms
Team
/PPI
SHA
/Com
ms
Team
SMT
Com
ms
Team
/pro
ject
lead
s
Redu
ctio
n in
pat
ient
com
plai
nts
Que
stio
ns a
nsw
ered
,an
d fe
d ba
ck
Posi
tive
publ
ic p
ollin
g
Incr
ease
in R
eade
r’sPa
nel m
embe
rshi
p
Up-
to-d
ate
and
inte
ract
ive
web
site
Publ
ic p
ollin
g ca
rrie
dou
t an
d re
sults
anal
ysed
Dat
abas
e of
50
good
new
s st
orie
s pe
r ye
ar
Posi
tive
med
ia a
naly
sis
and
publ
ic p
ollin
g
32
Impr
ovin
g ex
tern
al c
omm
unic
atio
ns c
ontim
ued
To d
evel
op c
lear
and
cons
iste
nt p
ublic
info
rmat
ion
To d
evel
op e
ffec
tive
rela
tions
hips
with
key
stak
ehol
ders
Ob
ject
ive
Com
mun
icat
e ou
r vi
sion
and
val
ues
at e
very
opp
ortu
nity
Dev
elop
men
t an
d us
e of
key
mes
sage
s in
all
publ
icat
ions
Dev
elop
pol
icy
and
proc
edur
e fo
r th
epr
oduc
tion
of g
ood
qual
ity p
atie
ntin
form
atio
n, w
ith c
lear
gui
delin
es f
orst
aff
Mak
e su
re t
he c
orpo
rate
iden
tity
ofth
e PC
T is
mai
ntai
ned
and
visi
ble
onal
l rel
evan
t do
cum
ents
, bui
ldin
gsan
d un
iform
s
Enco
urag
e th
e us
e of
Pla
in E
nglis
h in
corp
orat
e co
mm
unic
atio
ns
Act
ivel
y pa
rtic
ipat
e in
the
Hea
lthM
arke
ting
Boar
d ac
ross
Kirk
lees
and
wor
k to
agr
eed
actio
ns/c
ampa
igns
that
aris
e fr
om t
his
grou
p
Key
ou
tpu
ts
Ong
oing
Ong
oing
Oct
ober
08
Ong
oing
Ong
oing
Ong
oing
Tim
esca
le
Com
ms
Team
/OD
/all
staf
f
Com
ms
team
Com
ms
Team
/gr
aphi
cs/
publ
ic h
ealth
Cor
pora
tese
rvic
esm
anag
er/C
om
ms/
grap
hics
Team
Com
ms
Team
/Kirk
lees
Read
er’s
Pane
l
Hea
d of
Com
ms/
Com
ms
man
ager
/soc
ial
mar
ketin
gm
anag
er
Lead
80%
of
staf
f aw
are
ofvi
sion
and
val
ues
Mes
sage
s us
ed in
inte
rnal
and
ext
erna
lco
mm
unic
atio
ns
Polic
y ap
prov
ed a
ndad
opte
d
Com
mun
icat
ions
cham
pion
s in
eac
hdi
rect
orat
e
Kirk
lees
Rea
der’s
Pan
elau
then
ticat
ion
mar
kon
pub
lic in
form
atio
nle
afle
ts a
nd d
ocum
ents
Att
end
all m
eetin
gsD
evel
opm
ent
ofpu
blic
ity c
ampa
igns
Ou
tco
me
33
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Att
end
and
cont
ribut
e to
join
t N
HS
com
mun
icat
ions
for
ums
Mee
t w
ith c
omm
unic
atio
nsco
lleag
ues
in t
he lo
cal a
utho
rity
on a
regu
lar
basi
s an
d de
velo
p po
sitiv
ew
orki
ng r
elat
ions
hips
Con
trib
ute
and
feed
back
on
join
tpr
ojec
ts a
nd p
ublic
atio
ns
Mai
ntai
n ef
fect
ive
links
with
MPs
and
supp
ort
staf
f
Coo
rdin
ate
min
iste
rial v
isits
and
resp
ond
quic
kly
to r
eque
sts
for
brie
fings
for
Min
iste
rs (e
gPa
rliam
enta
ry Q
uest
ions
etc
)
Ong
oing
Ong
oing
Ong
oing
Ong
oing
Ong
oing
Com
ms
Team
Com
ms
Team
Com
ms
Team
CEO
/C
hairm
an/
Com
ms
Team
Com
ms
Team
/CEO
supp
ort
staf
f
Att
end
six
mee
tings
per
year
Att
end
six
mee
tings
per
year
34
Imp
rovi
ng
pu
blic
an
d p
atie
nt
invo
lvem
ent
Effe
ctiv
ely
use
info
rmat
ion
tech
no
log
y, d
evel
op
rela
tio
nsh
ips
wit
hst
akeh
old
ers
and
ad
op
tn
ew a
pp
roac
hes
inin
volv
emen
t an
den
gag
emen
t ac
tivi
ties
To d
evel
op a
dat
abas
e to
capt
ure
patie
ntin
form
atio
n an
d fe
edba
ckto
info
rm t
heco
mm
issi
onin
g of
serv
ices
.
Ob
ject
ive
Und
erta
ke m
appi
ng w
ork
on P
PIac
tivity
acr
oss
the
PCT
Dev
elop
a d
atab
ase
to c
aptu
re w
hat
PPI w
ork
is b
eing
don
e ac
ross
the
PCT
and
Loca
l Aut
horit
y.In
form
atio
n to
be
stor
ed o
n A
CE
(Acc
essi
ng C
onsu
ltatio
n an
dEn
gage
men
t) D
atab
ase
Ensu
re t
hat
regu
lar
upda
tes
and
chan
ges
to t
he s
yste
m a
rein
corp
orat
ed.
Key
ou
tpu
ts
Sep
08
Dec
08
Ong
oing
Tim
esca
le
Hea
d of
PPI
PPI C
o-or
d
PPI C
o-or
d
Lead
Dat
abas
e op
erat
iona
lan
d us
ed b
y th
e te
amas
wel
l as
the
orga
nisa
tion
as a
who
le.
Info
rmat
ion
with
in t
heda
taba
se a
nd t
echn
ical
aspe
cts
kept
up
to d
ate.
Ou
tco
me
35
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Con
trib
ute
to t
hede
velo
pmen
t of
Mar
ket
Segm
enta
tion
and
aSo
cial
Mar
ketin
gap
proa
ch t
o en
gage
men
tan
d in
volv
emen
t ac
tivity
Volu
ntar
y or
gani
satio
nda
taba
se -
Map
vol
unta
ryor
gani
satio
ns w
ithin
Kirk
lees
to
enab
leef
fect
ive
and
targ
eted
enga
gem
ent
and
invo
lvem
ent
Dev
elop
a d
atab
ase
of in
divi
dual
sin
tere
sted
in g
ettin
g in
volv
ed,
ensu
ring
that
thi
s is
sea
rcha
ble
usin
gva
rious
crit
eria
.
Dev
elop
kno
wle
dge
base
of
all
grou
ps' n
eeds
, bac
kgro
unds
and
inte
r-gr
oup
issu
es
Def
ine
wha
t ou
r co
mm
uniti
es a
ree.
g. in
tere
st g
roup
s, g
eogr
aphi
cal
grou
ps o
r co
mm
uniti
es w
ithin
com
mun
ities
Inco
rpor
ate
map
of
who
in t
he P
CT
enga
ges
with
any
of
the
abov
egr
oups
Inco
rpor
ate
enga
gem
ent
mec
hani
smpr
efer
red
by e
ach
grou
p
Oct
08
Dec
08
Dec
08
Dec
08
Dec
08
Hea
d of
PPI
PPI C
o-or
d
PPI C
o-or
d
PPI C
o-or
d
PPI C
o-or
d
Effic
ient
IT s
yste
m in
plac
e to
sup
port
the
wid
er P
PI w
ork
incl
udin
g th
e Pa
tient
Expe
rienc
e G
roup
Dat
abas
e in
pla
ceco
ntai
ning
info
rmat
ion
on lo
cal v
olun
tary
and
com
mun
ityor
gani
satio
ns in
clus
ive
of t
heir
oper
atio
nal
stru
ctur
es, n
eeds
and
pref
erre
d en
gage
men
tm
echa
nism
s fo
r ea
ch.
Supp
ort
this
with
info
rmat
ion
on c
urre
ntan
d de
velo
ping
rela
tions
hips
bet
wee
nth
e or
gani
satio
ns a
ndva
rious
PC
T te
ams.
Enab
le a
det
aile
dun
ders
tand
ing
of t
heva
rious
com
mun
ities
and
inte
rest
gro
ups
oper
atin
g w
ithin
the
PCT
area
.
36
Impr
ovin
g pu
blic
and
pat
ient
invo
lvem
ent
cont
inue
d
Esta
blis
h Pa
tient
Opi
nion
(inte
rnet
bas
ed s
yste
m f
orca
ptur
ing
inde
pend
ent
feed
back
on
serv
ices
–fr
om p
atie
nts,
rel
ativ
es,
care
rs a
nd s
taff
)
Dev
elop
new
and
inno
vativ
e m
echa
nism
sfo
r se
ekin
g an
d ca
ptur
ing
patie
nt e
xper
ienc
e an
dde
velo
p sy
stem
s fo
ran
alys
ing
and
addr
essi
ngsu
ch f
eedb
ack
Dev
elop
a m
appi
ngda
taba
se o
f us
ers
ofse
rvic
e to
ena
ble
targ
eted
appr
oach
in t
he w
ork
ofth
e PP
I tea
m a
nd t
he P
CT
Ob
ject
ive
Mar
ketin
g of
Pat
ient
Opi
nion
App
oint
adm
inis
trat
ors
Ensu
re t
rain
ing
is in
pla
ce f
or t
eam
Fe
edba
ck s
yste
m/r
espo
nse
proc
ess
Dev
elop
a d
atab
ase
to c
aptu
reco
mm
ents
and
fee
dbac
k re
ceiv
edfr
om t
he p
ublic
and
sys
tem
s fo
ran
alys
ing
and
addr
essi
ng s
uch
com
men
ts (e
.g. f
rom
con
sulta
tions
,pu
blic
mee
tings
, Hav
e Yo
ur S
ay c
ard,
How
to
Get
Invo
lved
leaf
lets
)
Att
end
Patie
nt E
xper
ienc
e G
roup
(sub
-gro
up o
f PP
I Ste
erin
g G
roup
)
Wor
k w
ith L
ocal
Aut
horit
y to
deve
lop
a da
taba
se t
o m
ap u
sers
of
serv
ice
usin
g A
CTI
VE
Dat
abas
e/M
osai
c
Key
ou
tpu
ts
Oct
08
Oct
08
Oct
08
Ong
oing
Dec
08
Ong
oing
Ong
oing
Tim
esca
le
Hea
d of
PPI
Hea
d of
PPI
Hea
d of
PPI
Lead
Act
ive
part
icip
atio
n in
the
Patie
nt E
xper
ienc
eG
roup
and
its
wor
k.D
evel
opin
g ne
w a
ndin
nova
tive
mec
hani
sms
for
seek
ing,
cap
turin
gda
ta a
nd e
nsur
ing
the
effic
ient
sys
tem
s ar
e in
plac
e to
sup
port
the
stor
age,
eva
luat
ion
and
usag
e of
dat
a.
Ensu
ring
a ta
rget
edap
proa
ch in
the
wor
kof
the
PPI
Tea
m a
ndth
e PC
T.
Ou
tco
me
37
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
To m
ake
sure
the
PC
T ha
sa
Stra
tegi
c ap
proa
ch t
oC
omm
unic
atio
ns a
ndEn
gage
men
t A
ctiv
ity
Dev
elo
pin
g e
ffec
tive
rela
tio
nsh
ips
wit
h k
eyst
akeh
old
ers
To w
ork
with
mem
bers
of
the
com
mis
sion
ing
team
sto
mak
e su
re P
PI a
ctiv
ity is
inte
gral
to
the
com
mis
sion
ing
ofse
rvic
es. F
or e
xam
ple
the
GP
Led
Hea
lth S
ervi
ce.
Wor
k w
ith t
he c
ounc
il to
deve
lop
an e
ffec
tive
Loca
lIn
volv
emen
t N
etw
ork
(LIN
k)
Prod
uce
Com
mun
icat
ions
and
Enga
gem
ent
Stra
tegy
, inc
ludi
ngac
tion
plan
s.
Und
erta
ke a
ll ne
cess
ary
activ
ities
as
and
whe
n ne
w p
ropo
sals
aris
e to
info
rm t
he c
omm
issi
onin
g pr
oces
s.
Wor
k w
ith M
ark
Jenk
ins
on t
heen
gage
men
t pr
oces
s fo
r G
P Le
dH
ealth
Ser
vice
.
Gat
her
publ
ic o
pini
ons
on t
hepr
opos
ed s
ervi
ce; d
istr
ibut
ing
guid
edo
cum
ent
and
mee
ting
with
loca
lgr
oups
Feed
ing
back
suc
h vi
ews
to in
form
the
com
mis
sion
ing
proc
ess.
Att
end
Man
agem
ent
Boar
dM
eetin
gs a
s or
gani
sed
by t
he L
ocal
Aut
horit
y LI
Nk
Lead
Oct
08
Apr
09
Ong
oing
Hea
d of
Com
mun
icat
ion
s an
d H
ead
of P
PI
Hea
d of
PPI
PPI C
o-or
ds/
PPI C
o-or
d
A/D
Com
mun
icat
ion
s an
dPu
blic
Rela
tions
Com
mun
icat
ions
and
Enga
gem
ent
Stra
tegy
prod
uced
and
app
rove
dby
the
Boa
rd.
PPI a
ctiv
ity b
eing
an
inte
gral
par
t of
the
com
mis
sion
ing
proc
ess.
Ong
oing
Dire
ctor
/Ass
ista
ntD
irect
or a
tten
danc
e at
the
LIN
k M
anag
emen
tBo
ard
mee
tings
38
Impr
ovin
g pu
blic
and
pat
ient
invo
lvem
ent
cont
inue
d
Dev
elop
ing
and
mai
ntai
ning
link
s w
ithU
nive
rsity
of
Hud
ders
field
Ob
ject
ive
Hel
p to
pub
licis
e th
e LI
Nk
Ther
e is
a g
ood
wor
king
rel
atio
nshi
pw
ith t
he L
INk
and
the
Hos
tO
rgan
isat
ion
Mai
ntai
n ef
fect
ive
rela
tions
hip
with
the
Uni
vers
ity o
f H
udde
rsfie
ld a
ndco
nsid
er a
reas
of
co-o
pera
tion,
for
exam
ple
pres
enta
tions
to
stud
ents
on a
spec
ts o
f pa
tient
and
pub
licin
volv
emen
t.
Key
ou
tpu
ts
Ong
oing
Ong
oing
Tim
esca
le
Hea
d of
PPI
Hea
d of
PPI
Lead
Tran
sitio
nal g
roup
repr
esen
tativ
epa
rtic
ipat
ed in
the
focu
s gr
oup
held
to
supp
ort
the
deve
lopm
ent
of t
hest
rate
gy. T
he g
roup
'sre
pres
enta
tives
bei
ngin
clud
ed in
the
wid
erW
orld
Cla
ssC
omm
issi
onin
g is
sues
e.g.
sel
ectio
n of
outc
omes
.
Dis
trib
utio
n of
LIN
kpr
omot
iona
l mat
eria
l to
inte
rest
ed p
artie
s.
Supp
ortin
g th
e LI
Nk
topr
omot
e its
exi
sten
cean
d w
ork
and
enco
urag
ing
publ
icac
cess
.
Regu
lar
com
mun
icat
ion
in p
lace
with
the
Uni
vers
ity’s
Lead
on
PPI,
taki
ng in
to a
ccou
nt t
hew
ork
and
obje
ctiv
es o
fea
ch o
rgan
isat
ion.
Ou
tco
me
39
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Lead
ing
on
all
form
alco
nsu
ltat
ion
pro
cess
esto
en
sure
th
e PC
T’s
com
plia
nce
wit
h d
uti
esu
nd
er S
ecti
on
11
of
the
Hea
lth
an
d S
oci
al C
are
Act
(20
01)/
sec
tio
n 2
42o
f th
e C
on
solid
ated
NH
S A
ct
NH
S C
onst
itutio
nC
onsu
ltatio
n -
cons
ulta
tion
with
sta
ff,
patie
nts
and
user
s of
the
NH
S to
be
carr
ied
out
and
resp
onse
s su
bmitt
ed b
y19
th O
ctob
er 2
008
All
form
al c
onsu
ltatio
n pr
oces
ses
tobe
car
ried
out
in a
tim
ely
man
ner
and
mee
ting
all s
et r
equi
rem
ents
.
Ord
er r
elev
ant
prom
otio
nal m
ater
ial
Dis
trib
ute
to a
ll in
depe
nden
tco
ntra
ctor
s, c
omm
unity
cen
tres
,he
alth
cen
tres
, pas
t pa
rtic
ipan
ts o
fEP
P, t
hose
peo
ple
on t
he in
tere
sted
mem
bers
of
the
publ
ic d
atab
ase,
read
ers'
pan
el, v
ol o
rgs
etc
Take
info
rmat
ion
alon
g to
any
PPI
/PA
LS e
vent
s th
at w
e ar
e at
tend
ing
Col
late
res
pons
es. R
espo
nses
can
go
dire
ct t
o D
H b
ut if
we
do r
ecei
ve a
nyth
en s
ugge
st t
hat
we
pull
them
toge
ther
and
sub
mit
in a
rep
ort
ason
e re
spon
se.
Writ
e an
d su
bmit
repo
rt t
o D
H o
nre
spon
ses
rece
ived
.
Aug
-08
Aug
-08/
Sept
-08 A
ug-0
8/Se
pt-
08 Ong
oing
Oct
08
PPI C
o-or
d
PPI C
o-or
d
PPI C
o-or
d
PPI C
o-or
d
Hea
d of
PPI
Effe
ctiv
e co
nduc
t of
all
form
al c
onsu
ltatio
ns
Effe
ctiv
e st
aff
and
publ
ic e
ngag
emen
tdu
ring
the
cons
ulta
tion
and
timel
y re
port
on
resp
onse
s re
ceiv
ed.
40
Impr
ovin
g pu
blic
and
pat
ient
invo
lvem
ent
cont
inue
d
Urg
ent
Car
e C
onsu
ltatio
n
Mid
Yor
kshi
re S
ervi
ceSt
rate
gy C
onsu
ltatio
n
Mak
e su
re t
he P
CT
cond
ucts
the
nat
iona
lN
HS
Patie
nt S
urve
y an
dpr
oduc
es a
n ac
tion
plan
base
d on
the
ran
ge o
fpa
tient
exp
erie
nce
info
rmat
ion
gath
ered
on
an a
nnua
l bas
is
Ob
ject
ive
Wor
k w
ith W
est
York
shire
Com
mun
icat
ions
and
PPI
Tea
ms
and
PCT
Urg
ent
Car
e Te
am t
o de
velo
pan
d un
dert
ake
Sect
ion
11co
nsul
tatio
n pr
oces
s fo
r U
rgen
t C
are
serv
ices
in K
irkle
es
Wor
k w
ith C
omm
unic
atio
ns a
ndre
leva
nt t
eam
s w
ithin
Kirk
lees
PC
T,W
akef
ield
PC
T an
d M
id Y
orks
hire
NH
S Tr
ust
to d
evel
op a
nd u
nder
take
Sect
ion
11 c
onsu
ltatio
n pr
oces
s fo
rM
YSS
con
sulta
tion
Com
mis
sion
ann
ual s
urve
y
Prod
uce
an a
ctio
n pl
an li
aisi
ng w
ithap
prop
riate
Dire
ctor
ates
.
Key
ou
tpu
ts
Clin
ical
tea
ms
to d
evel
oppr
opos
als
durin
g 08
/09
inco
rpor
atin
gpu
blic
vie
ws.
Dev
elop
men
tof
opt
ions
and
cons
ulta
tion
tofo
llow
.
Ann
ually
Tim
esca
le
Hea
d of
PPI
Hea
d of
PPI
Hea
d of
PPI
Lead
Surv
ey c
omm
issi
oned
and
info
rmat
ion
pass
ed t
o ap
prop
riate
Dire
ctor
ates
to
actio
n.
Ou
tco
me
41
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Pati
ent
Ad
vice
an
dLi
aiso
n S
ervi
ce
To r
aise
the
pro
file
and
prom
ote
the
use
of t
hePa
tient
Adv
ice
and
Liai
son
Serv
ice
(PA
LS) b
y pu
blic
and
staf
f
Leaf
let
and
post
er d
istr
ibut
ed t
o al
lin
depe
nden
t co
ntra
ctor
s, v
olun
tary
orga
nisa
tions
, Gat
eway
to
Car
e,lib
rarie
s, ‘i
nter
este
d pe
ople
’da
taba
se o
n an
ann
ual b
asis
Art
icle
s in
Sta
ff n
ewsl
ette
r / Y
our
Gui
de /
Com
mun
ity n
ewsl
ette
rs e
tcde
taili
ng w
hat
PALS
doe
s, n
umbe
r of
calls
rec
eive
d an
d ty
pe a
nd w
hat
serv
ice
impr
ovem
ents
hav
e ta
ken
plac
e as
a r
esul
t
Ensu
re t
he P
ALS
sec
tion
with
in t
hePC
T in
tern
et a
nd in
tran
et a
re k
ept
up t
o da
te.
Con
tinue
to
hold
a s
tand
at
Trus
tH
eadq
uart
ers
with
PA
LS/P
PI a
nd E
xper
tPa
tient
Pro
gram
me
(EPP
) inf
orm
atio
n.
Prov
ide
info
rmat
ion
to t
he E
PP f
orth
eir
stan
d at
indu
ctio
n da
ys h
eld
atBe
cksi
de C
ourt
.
Look
at
the
poss
ibili
ty o
f pr
oduc
ing
aD
VD
abo
ut P
ALS
Dev
elop
tex
ting
serv
ice
for
PALS
Apr
09
Qua
rter
ly
Ong
oing
Ong
oing
Dec
08
Sep
08
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
Incr
ease
d pu
blic
and
staf
f aw
aren
ess
of t
hese
rvic
e.
42
Impr
ovin
g pu
blic
and
pat
ient
invo
lvem
ent
cont
inue
d
To r
egul
arly
rev
iew
and
upda
te P
ALS
res
ourc
es
PALS
- d
evel
op li
nks
with
com
mun
ity g
roup
s an
dvo
lunt
ary
orga
nisa
tions
,in
crea
sing
aw
aren
ess
ofth
e se
rvic
e, g
athe
ring
info
rmat
ion
on in
divi
dual
grou
ps a
s w
ell a
sfe
edba
ck o
n se
rvic
es.
Ob
ject
ive
To g
athe
r an
d m
aint
ain
a lib
rary
to
assi
st P
ALS
Off
icer
s in
dea
ling
with
quer
ies.
Mai
ntai
n th
e ‘A
to
Z’ a
nd ‘F
requ
ently
aske
d qu
estio
ns’ d
ocum
ents
,re
gula
rly in
sert
ing
new
info
rmat
ion.
Writ
e to
vol
unta
ry o
rgan
isat
ions
offe
ring
to a
tten
d m
tgs
/ com
mun
ityev
ents
to
expl
ain
role
of
PALS
Dev
elop
PA
LS p
rese
ntat
ion
and
info
rmat
ion
pack
to
use
whe
nm
eetin
g w
ith g
roup
s
Dev
elop
a p
rogr
amm
e of
vol
unta
ryor
gani
satio
ns a
nd c
omm
unity
eve
nts
to a
tten
d fo
r th
e ne
xt 6
mon
ths.
Dev
elop
and
use
a d
ata
capt
ure
form
to u
se w
hen
mee
ting
with
gro
ups
tolo
g in
form
atio
n on
gro
up m
et w
ith,
whe
n m
eetin
g he
ld, k
ey c
onta
ctde
tails
, num
bers
att
ende
d, is
sues
rais
ed a
nd a
ctio
n ta
ken.
Key
ou
tpu
ts
Ong
oing
Tim
esca
le
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
Lead
Up
to d
ate
reso
urce
sto
sup
port
the
wor
k of
the
serv
ice.
Prog
ram
me
of e
vent
s to
be a
tten
ded
deve
lope
d.Fo
rm t
o ga
ther
det
ails
on g
roup
s m
etde
velo
ped.
Any
feed
back
mon
itore
d in
term
s of
act
ions
tak
en.
Ou
tco
me
43
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
PALS
- M
onito
r an
dev
alua
te t
he s
ervi
ce t
oga
ther
use
r fe
edba
ck a
ndai
d se
rvic
e im
prov
emen
t
Feed
back
any
issu
es r
aise
d to
rele
vant
sta
ff w
ithin
PC
T
PALS
Que
stio
nnai
re t
o be
dis
trib
uted
to u
sers
of
serv
ice
on a
mon
thly
bas
is
Feed
back
rec
eive
d fr
omqu
estio
nnai
re t
o be
dis
trib
uted
to
PPI
Team
for
info
rmat
ion
Qua
rter
ly P
ALS
rep
orts
pro
duce
d an
dsh
ared
with
PPI
Tea
m a
ndC
omm
unic
atio
ns a
nd P
ublic
Rela
tions
Com
mitt
ee –
to
also
incl
ude
info
rmat
ion
on P
ALS
sur
vey
resu
lts, S
ervi
ce Im
prov
emen
ts,
com
mun
ity e
vent
s at
tend
ed e
tc
Dat
a pu
lled
toge
ther
on
PALS
to
incl
ude
in P
PI A
nnua
l Rep
ort
– Th
isdo
cum
ent
is a
lso
to in
clud
ein
form
atio
n on
PA
LS S
urve
y, S
ervi
ceIm
prov
emen
ts, c
omm
unity
eve
nts
atte
nded
etc
DA
TIX
- a
dditi
onal
mod
ules
to
bead
ded
to g
athe
r in
form
atio
n on
serv
ices
as
wel
l as
capt
urin
g pa
tient
feed
back
, for
exa
mpl
e, c
omm
unity
even
ts a
tten
ded,
com
men
tsca
ptur
ed t
hrou
gh H
ave
Your
Say
/PPI
,an
d de
ntal
que
ries
Ong
oing
1st
wee
k of
mon
th
1st
wee
k of
mon
th
July
08
Oct
08
Jan
09A
pr 0
9
Apr
-09
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
44
Impr
ovin
g pu
blic
and
pat
ient
invo
lvem
ent
cont
inue
d
PALS
– P
roto
col t
o be
deve
lope
d ou
tlini
ng k
eyst
anda
rds
and
ensu
ring
that
the
PC
T is
pro
vidi
ngan
acc
essi
ble
serv
ice
PALS
- M
onito
r se
rvic
eim
prov
emen
ts m
ade
as a
resu
lt of
PA
LS q
uerie
s
PALS
- M
onito
r de
ntal
regi
stra
tion
sche
me
and
cons
ider
any
pos
sibl
eim
prov
emen
ts t
o th
ese
rvic
e
PALS
- M
onito
r lin
ksbe
twee
n PA
LS a
ndC
ompl
aint
s ta
king
into
cons
ider
atio
n an
y ne
wan
d em
ergi
ng g
uida
nce
Ob
ject
ive
PALS
Pro
toco
l to
be u
pdat
ed t
ore
flect
new
ser
vice
and
incl
ude
key
stan
dard
s fo
r PA
LS T
eam
to
ensu
reac
cess
ible
ser
vice
Dev
elop
pro
cess
for
cap
turin
g se
rvic
eim
prov
emen
ts
Prov
ide
quar
terly
upd
ates
on
serv
ice
impr
ovem
ents
mad
e
Repo
rt s
ervi
ce im
prov
emen
ts in
PPI
annu
al r
epor
t
Wor
k w
ith P
ALS
and
Den
tal T
eam
to
asse
ss e
ffec
tiven
ess
of 0
800
dent
alre
gist
ratio
n lin
e
Dis
cuss
and
agr
ee w
ith P
ALS
and
Den
tal T
eam
any
impr
ovem
ents
requ
ired
to s
ervi
ce
Wor
k w
ith C
ompl
aint
s M
anag
er t
oas
sess
eff
ectiv
enes
s of
PA
LS in
deal
ing
with
pot
entia
l com
plai
nts
Dis
cuss
and
agr
ee a
ny a
ctio
ns t
hat
may
nee
d to
tak
e pl
ace
to im
prov
eth
e se
rvic
e pr
ovid
ed b
y th
e PA
LS T
eam
Key
ou
tpu
ts
Aug
/ Se
pt 0
8
July
08
Oct
08
Jan
09A
pr 0
9
Ong
oing
Ong
oing
Ong
oing
Ong
oing
Tim
esca
le
Hea
d of
PPI
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
PALS
Off
icer
s
Lead
Ou
tco
me
45
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Qu
alit
y O
utc
om
esFr
amew
ork
Part
icip
ate
in Q
ualit
yO
utco
mes
Fra
mew
ork
(QO
F) in
itiat
ive,
supp
ortin
g lo
cal G
Ppr
actic
es d
urin
g th
ispr
oces
s an
d ca
rryi
ng it
out
ensu
ring
patie
ntin
volv
emen
t
Pati
ent
info
rmat
ion
Revi
ew le
afle
ts a
ndpu
blic
atio
ns d
evel
oped
by
the
orga
nisa
tion
thro
ugh
the
Read
ers’
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el
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ate
info
rmat
ion
inre
latio
n to
con
sent
and
acce
ss -
Sum
mar
y C
are
Reco
rds
Dev
elop
info
rmat
ion
pack
to
send
out
to G
P pr
actic
es
Col
late
info
rmat
ion
subm
itted
by
GP
prac
tices
and
dis
trib
ute
to r
elev
ant
patie
nt r
ep
Book
pra
ctic
es in
for
inte
rvie
ws
to b
ehe
ld d
urin
g Ja
n –
Feb
09
Agr
ee p
oint
s w
ith p
atie
ntre
pres
enta
tives
for
eac
h pr
actic
ere
view
ed
Adv
ise
QO
F Te
am o
f re
sults
4 m
eetin
gs a
yea
r to
be
orga
nise
dan
d su
ppor
ted.
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re s
taff
aw
aren
ess
of a
nd t
hepr
oces
s to
reg
iste
r le
vels
of
cons
ent
and
acce
ss.
Sep
08
Jan
09
Jan
/ Feb
09
Mar
09
Mar
09
Qua
rter
ly
PPI C
o-or
d
PPI C
o-or
d
PPI C
o-or
d
Info
rmat
ion
pack
prod
uced
for
pra
ctic
esan
d di
strib
uted
in a
timel
y m
anne
r. P
atie
ntre
pres
enta
tives
part
icip
atin
g id
entif
ied
and
info
rmed
of
the
proc
ess
and
in r
ecei
ptof
all
supp
ortiv
ein
form
atio
n su
bmitt
edby
GP
prac
tices
.
Staf
f re
ceiv
edin
form
atio
n an
d an
yne
cess
ary
trai
ning
.
Appendix B
SWOT Analysis
46
STRENGTHS
• Our People• Leadership/Chief Executive• Our partnerships and the way we
develop relationships• Through joint working influence
commissioning decisions acrossorganisations to maximise benefits tothe people of Kirklees
• Our culture (open & reflective)• Understanding the health needs of the
population (JSNA)• Our systems, how the PCT works• Ever improving use of information to
support commissioning decisions
STRENGTHS WEAKNESSES
• Not fully capturing the enthusiasm ofall clinicians to improve services and tobe involved in the process to makecommissioning decisions
• Focus on externalities, and otherorganisations to the detriment of whatwe do as NHS Kirklees
• A perception that all directorates arenot fully integrated and informationsharing is simple within a directoratebut more complex across directorates
• Lack of expertise/capacity in key skillareas
• Time to reflect and develop andmaximise our potential
• Focus on achieving individual goals butnot understanding how these fit withPCT goals
OPPORTUNITIES
• Focus on health outcomes that areimportant to us and the people ofKirklees
• People want the NHS to be better• Attract new staff• Procurement – change and make
services better• Realise the benefits of working with
the local authority• Development and integration with PBC• Move to new HQ• Change of government and/or key
change in policy
THREATS
• Leadership development is notconsistent
• Lack of focus on ‘well-being’• How the commissioner/ PCT Provider
split will occur• Economic climate – private patients• Change of government and or change
in key policy • Procurement process being too
bureaucratic and time consuming• Maintaining partnerships and
relationships with stakeholders whilststrengthening our commissioncompetencies
• Not maintaining or enhancing clinicalengagement
• Lack of resources – market demand
WEAKNESSES
OPPORTUNITIES THREATS
47
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Our People
Leadership/ChiefExecutive
Our partnerships andthe way we developrelationships
Through jointworking influencecommissioningdecisions acrossorganisations tomaximise benefits tothe people of Kirklees
Our culture (open &reflective)
Understanding thehealth needs of thepopulation (JSNA)
Our systems, how thePCT works
Ever improving use ofinformation tosupportcommissioningdecisions
STRENGTHS
Monitor & improve ‘people factors’ – turnover, exit, consultation,survey. Identify and address silos working issues, develop cross directorateworking. Build and develop HIT structure to encourage matrixworking. Continue to reward and recognise staff achievement
Sustain leadership development and consider succession planning.Develop skills to and devolve decision making through, forexample, Directors and Assistant Directors joint sessions.
Continue to develop partnership posts. Have a developedconsistent approach to relationship management. Develop people’s ability to meet WCC and KSF competencies.
Build on strong foundation, develop and emphasise our role asleaders of the NHS and ‘why we are here’, for the people ofKirklees. Greater integration across primary, secondary and socialcare so that decisions that can mutually benefit our people, serviceusers and staff are realised. Increase instances of joint planning.
Develop our ‘brand’. Be leaders. Have strong clinical involvement.Further develop public and patient involvement.Promotion of what we do for employees, what we have achieved. Corporate development – ‘Core Briefs’. Improve skills of team briefers – soft skills.
Maintain and refresh the JSNA and keep at the core of our serviceplanning and commissioning intensions.Have two way dialogue with the people of Kirklees on their healthneeds and what we’re doing about it and how they can supportand influence the process.
Use world class commissioning to accelerate our organisationaldevelopment and enhance further the positive aspects of theorganisational design, and change what we don’t do well.
Use information as the basis for where to effect change throughcommissioning and redesign. Use information to understand thebenefits we have made and realise those benefits.
Actions.....
48
Not fully capturingthe enthusiasm of allclinicians to improveservices and to beinvolved in theprocess to makecommissioningdecisions
Focus onexternalities, andother organisationsto the detriment ofwhat we do as NHSKirklees
A perception that alldirectorates are notfully integrated andinformation sharingis simple within adirectorate but morecomplex acrossdirectorates
Lack ofexpertise/capacity inkey skill areas
Time to reflect anddevelop andmaximise ourpotential
Focus on achievingindividual goals butnot understandinghow these fit withPCT goals
WEAKNESSES
Continuing improvement of HIT structure to fully integrate allclinicians. Make sure there is proper representation in redesigngroups. Develop the relationships with the PCT, PBC and the PEC.Enhance our project/programme management to ensure weconsider all stakeholders in development and commissioningintensions. Further develop and support PBC consortia. Ensure weare receptive and open to ideas and opinions from all. Use theinformation from the training needs analysis to support ourdevelopment.
Understand fully our responsibilities to health and well-being forthe people of Kirklees. Work with partners to maximise mutualbenefit of decision making. Develop our leadership skills. Ensurethat what NHS Kirklees does and is responsible for is cascadedthroughout the organisation. Ensure individual’s objectives aremapped back to corporate objectives through strong personaldevelopment plans.
Open discussion at SMT. Share what we do more fully. Havespecific sessions or events where relationships and understandingof directorates is shared. Encourage cross- directorate working andposts that span directorates.
Use WCC competencies and the overall assurance framework toassist in the design and structure of the PCT. Ensure we plan forand address recruitment in key areas. Have a robust developmentplan for staff.
Board development and shared development sessions across theorganisation. Transformational workforce plan. Use of PDRs.
Ensure that individual work areas are mapped to goals of the PCTand that there is a clear correlation between what we do asindividuals and what our goals state and the effect on health andwell-being for the people of Kirklees.
Actions.....
49
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Focus on healthoutcomes that areimportant to us andthe people ofKirklees
People want theNHS to be better
Attract new staff
Procurement –change and makeservices better
Realise the benefitsof working with thelocal authority
Development andintegration with PBC
Move to new HQ
Change ofgovernment and/orkey change in policy
OPPORTUNITIES
The WCC process and having a robust JSNA have validated andgiven us the platform to decide on the health outcomes whichrequire focus and how we best meet them. Communicate whatthese are to staff, stakeholders, public and commission services tomeet them.
Capture the enthusiasm and pride that the people of Kirklees havein their local NHS. Allow them to contribute and influence howand what we commission as well as how they can takeresponsibility for their own heath care and well-being.
Highlight the opportunities and skills that can be transferred frommany other sectors into working for NHS Kirklees. Clearprocurement policy and processes that are publicised andconsistently applied. We need to understand the risks and have access to appropriateexpertise.
Use new procurement rules and policy to support bettercommissioning. Have skilled staff to realise what is in the marketand what can be delivered for Kirklees.
Build on current working (LAA, JSNA), time outs, organisationaldevelopment, mutual understanding of what areas we should beworking on together. Clear frameworks and accountability.Develop joint goals and commissioning processes.
Framework, systems and processes are in place but we need toembed this throughout the organisation and general practice. Clarity on role of PBC as commissioners as opposed to providers.
Use this to enhance our working environment and allow staff tocontribute fully in its design and layout.
Opportunities to work differently - e.g. working in a moreintegrated way through policy or organisational change. Greater flexibility or freedom to act at local level.
Actions.....
50
Leadershipdevelopment isn’tconsistent
Lack of focus on‘well-being’
How theCommissioner/PCTProvider split willoccur
Economic climate
Change ofgovernment and orchange in key policy
Procurement processbeing toobureaucratic andtime consuming
Maintainingpartnerships andrelationships withstakeholders whilststrengthening ourcommissioncompetencies
THREATS
Continued Board development that focuses on the goals andculture of the PCT as well as the role of the Board member. Otherstaff development that has the same focus of goals and culture aswell as their specific development needs. Encourage successionplanning. Ensure development processes are integrated across thePCT. External review.
Single aspects of health or health in itself are the focus of the PCTwithout fully considering well-being and other social factors thatcontribute to this. People focus on their own work areas and noton how they contribute to the overall health and well-being ofservice users.
Understand the complexities of having an ‘arms length’ providerarm to a commissioning organisation and take the strategic stepsto ensure that this does not compromise either commissioning orprovision of services. That this is made in a timely way andcommunicated effectively.
With ever improving quality, choice and access to NHS services,and a recent down turn in people’s ability to self fund care in theindependent sector. the balance of the use of NHS care andprivate care may change and demand for NHS services increase.This risk should be factored into commissioning plans.
A change of government may change how the NHS is structuredand influence the role of the PCT. Lack of stability in theorganisation, perceived or otherwise, will affect performance.Ensure strong leadership and communication to prevent this.
Ensure that staff with procurement skills have the capacity toprogress procurements and support those involved in procurementso that innovation isn’t stifled.
Have clear training and organisational development plans forcompetency progression. Have a plan to say what level ofcompetency will aspire to, becoming world class. Ensure that ourpartners understand our role and how there is best fit with othercommissioning organisations and providers.
Actions.....
51
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Appendix C
PEST Analysis
Commitment andwill to implementdifferentialinvestment
Change ofgovernment
New policies/targets
Organisationalchange, imposedfrom on high
POLITICAL
Financial position
Market development
Uncertainty ofeconomic climate,including funding forNHS
Challenging healtheconomy
ECONOMIC
Geographical spread
Public expectation ofNHS to be better
People’s attitudes tohealth and well-being
Lack ofunderstanding ofnew language
Individualisation ofsociety
SOCIAL
Are the systemsintegrated?
Unreliableinformation
Procurement: skillsand experience
Non-acceptance ofnew technology
TECHNOLOGICAL
Not maintaining orenhancing clinicalengagement
Lack of resourcesmarket demand
THREATS
Progress PBC plans and continue to incorporate clinicians in HITsand wider planning processes. Ensure that all clinicians areinvolved - not only doctors.
Ensure we become a ‘Beacon’ world class organisation.Manage risks of new approaches of procurement.Strengthen long term development and training plans.Team up with other PCTs.
Actions.....
52
Ap
pen
dix
D
Cor
pora
te S
ervi
ces
Dire
ctor
ate
Stru
ctur
e
53
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Appendix E
Public Questionnaire
54
55
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
56
57
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
Appendix F
Results of public survey
Tell us how well your localNHS communicates andinvolves you
Questionnaire was designed and distributedto gain feedback from voluntaryorganisations and the public to support thedevelopment of this strategy. In excess of770 questionnaires were distributed to localorganisations, groups and the public. 72completed questionnaires were received.
The following information outlines thecomments received:
1. Do you know that Kirklees PCT isresponsible for providing healthservices across Kirklees, overseeingthe work of GPs, dentists, opticiansand pharmacists, paying for hospitalservices on behalf of local people aswell as improving the health andwell being of local communities.
71 participants responded to this questionwith 58 (81.7%) stating they did knowwhat the PCT is responsible for and further13 (18.3%) stating they did not.
2. What does the local NHS mean toyou?
Overall, 65 comments were received. Whenreading the statistics below, it should benoted that several comments receivedapplied to more that one of the sectionsnoted below.
Of the 65 comments, 18 referred to accessto services and further 18 respondents gaveexamples of the various NHS services theyare aware of or those they have used.Additional 11 comments referred to servicesbeing local.
24 people made comments about serviceseither in what they meant to them or whatthey have experienced. Of these, 19comments were received ranging fromthose that could be referred to as ‘general’such as “Providing the best services to meetthe health needs of the local population” tostatements of what services mean toindividual respondents. Further 4comments were negative.
6 respondents commented on the fact thatNHS care is free of cost. Further 3respondents commented on the negativeaspects of current structures and samenumber gave negative examples e.g. accessto an NHS dentist, waiting times, makingappointments.
3a. How effective is the PCT atcommunicating with the voluntaryand community sector organisationsand the public?
65 comments were received in relation tothe PCT’s communication with local groupsand the public.
21 general positive comments were receivedwith further 7 respondents commentingpositively on the communication in place.17 negative comments were made in thisrespect – these included individuals havingto find information for themselves,limitations of the information or venueswhere it is available and short ‘not verygood’ comments.
In terms of public understanding of thePCT’s role and work, 12 respondentshighlighted a gap in this area.
6 suggestions on possible improvementwere noted, including more timelyinformation and liaison with local groups.
Communication with local groups wasraised 6 times with 4 comments beingpositive about the current work done andsteps that are being taken.
6 comments were open as respondentswere unsure.
2 comments were made about the PCTbeing perceived as remote and an additionalcomment was made on lack of delivery ofproposals.
3b. How could we improve how wecommunicate with the public so thatpeople know what the PCT does?
69 comments were received in respect ofthe above.
Information being available at the point ofexamination or treatment was noted by 16respondents with written information in GPpractices being the most common example.Outreach work, including stands at publicevents, libraries, visits to centres andschools, was noted by 13 respondents.
9 comments were received in respect of theuse of press to communicate with thepublic and further 6 comments on the useof media in general such as radio.
Contacting local groups and placing articlesin local publications was suggested by 6respondents with further 4 suggesting moremeetings within the community. In terms of
written information, 4 respondentssuggested mail drops to local residents,further 3 the publication of a regularnewsletter and 1 respondent notedguides/booklets.
6 positive comments were received in termsof the PCT’s communication with the localcommunity with 2 respondents givingexamples. Further 3 comments related torespondents not having a need to knowwhat the PCT’s role was as long as localservices were being provided.
6 respondents stated they did not know inwhich ways the process could be improved.8 comments were received, each referringto a different area. These were: being openand honest, having a PR specialist, tellingnot asking, using simple questionnaires,measuring effectiveness instead of howmuch is being done, reducingorganisational structure, increasing thenumber of places where information isavailable and for promotion to be done ona national basis.
4. Do you think the PCT helps tomanage and improve the health andwellbeing of the local community?
52 participants responded with 39 (73.6%)answering positively and further 11 (20.8%)answering negatively. Further threeresponses were received with two peoplestating they did not know and one notingthat the PCT was trying.
Respondents were asked to provide moredetail and give examples, 53 commentswere received.
The comments to this question varied withonly few themes emerging. 11 commentswere received in relation to the support and
58
59
Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
services individuals have received or feltwere in place. 9 respondents were not ableto comment further. 6 respondentscommented on the benefits of the ExpertPatient Programme and PALS.
In terms of the assistance and resources inplace, the following comments werereceived:
• Leaflets (1)• Advice and information (4)• Initiatives and campaigns (3)• Funding for secondary care (1)• Investment in primary care (1)• Choose and Book (1)• Diabetes screening (1)• Specialist clinics (2)• Exercise (1)• Mobility (1)
Three negative comments were made inrelation to administrative/organisationalprocedures e.g. appointment system andstructure. Further four commented onthere being ‘a room for improvement’,decision processes in terms of changes, theorganisation being perceived to be remoteand wellbeing being ‘on back burner’.
Two respondents expressed their hope thathelping to manage and improve the healthand wellbeing of the local community wasindeed the PCT’s role. One respondentcommented on the positive influence of thePCT but acknowledged lack of detailedunderstanding of its work.
Three comments were received in relationto wanting staff and their terms ofconditions and treatment to be fair.
5a. How effective is the PCT atinvolving and engaging with thevoluntary and community sectororganisations and the public?
60 respondents commented on thisquestion and of these, 17 stated they didnot know or were unsure as to howeffective the PCT is at involving andengaging.
Of the negative comments received, 10were of general nature, for example ‘notvery’ or ‘could do better’. One commentwas made to each the structure of theorganisation, the term ‘PCT’ not being user-friendly, organisational changes and theorganisation not being approachable. Onecomment was made in respect of the publicbeing notified rather than expected to beinvolved and this questionnaire being thefirst one of this kind the respondents wasasked to complete. Further four commentsrelated to engagement with local groupsand organisations.
One respondent sought reassurance ofviews being fed back. Six comments weremade in respect of the public needing to beinformed of the role and work of the PCTand one respondent stated they knew[about the PCT] from own experience.
Of the positive comments received, 12 wereof general nature, for example, ‘very good’and ‘effective’. Further two commentswere made in relation to respondents beingable to find information at their local GP.One respondent commented on the valueof involvement and engagement as itinforms provision of services.
5b. What could the PCT do to improvethis?
49 comments were received in this sectionand of these, 11 respondents stated theywere unable to comment did not know.
11 comments were made in relation tooutreach work and this includedsuggestions such as publicised meetings,informal drop-ins, outreach by senior staff,workshops, and health fairs in North andSouth Kirklees.
Publicity and the use of media were alsonoted by respondents. The commentsreceived were as follows:
- Direct newsletter (1)- Direct mail shots (1)- Local press (1)- Publicity through firms and - organisations (1)- Directory (1)- Publicity (1)- Leaflets (1)
In terms of the methods to be adopted, thesuggestions included the following:
- Give example of currentengagement (1)
- Explain services (1)- Focus on problems (1)- Build trust (1)- Publicise services (1)- Higher profile (1)- Keep to specifics (1)- Focus on services, not
targets (1)
- Involve staff at ‘sharp end’ (1)- Local VCS org
representatives (1)- VCS (2)- Through contractors (2)
- Community organisations providing services (1)
- Canvass service users explaining value of involvement (1)
- Inform public how services are monitored (2)
- Provide support group contacts for public (1)
- Demonstrate improvement (1)- Publicise work (1)- Reduce change (1)
One respondent stated that the PCT wereconstantly trying, with this questionnairebeing an example.
6a. Do you think the PCT has helped toinfluence your views andexpectations of the local NHS?
In this section, 28 (50.9%) of respondentsindicated that they felt the PCT has had aninfluence and further 27 (49.1%) statingotherwise.
Respondents were invited to elaborate and47 comments were received. These were ofa very diverse nature and, therefore, theyare summarised in the tables below:
Positive- Yes, providing new service (1)- Yes, do excellent job (1)- GP appointment system (1)- Information from PALS,
EPP, PCT (3)- meetings (2)- media (1)- yes (2)- Aware of more services (1)- Using services (2)- Presentations to groups (1)- Good advice from
professionals (1)
60
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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09
- Involvement with PCTinitiatives (2)
Negative- Hospital referral (1)- Not impressive (1)- NHS speaker didn’t come (1)- Not really (1)- It reduces good will (1)- Hospital appointment (1)- Tick boxes and statistics
are important (1)- PCT is remote from patient
experiences (1)- Own doing (1)- Lack of follow up care (1)- Disillusioned by NHS (1)
Other- Now aware can contact
for help (1)- Not sure/don’t know (3)- Word of mouth (1)- Local education (1)- Use of NHS (1)- Same system, different logo (1)- Don’t need to know (1)- Personal experiences (4)- Possible, now aware PCT
exists (1)- Take responsibility for own
health (1)- Good that people are
involved (1)- You are only human, you
can only do what you can unless people help (1)
- COPD (1)- If services in place, not
much thought given to PCT (1)- Improved services (1)- Will look for PCT logo (1)
6b. Where do you get your local viewsof the local NHS from?
Vast majority of comments (25) noted thatsuch views are derived from own experiencewith further 7 comments noting theexperience of friends and/or family. Mediaaccounted for 12 responses. Patient groupswere noted by 9 respondents andGP/dentist by further 8. Publications werealso given as examples (leaflets, 6; PCTnewsletter, 2; annual review, 1; letters, 1;NHS newsletter, 1; and information, 1).
Contact with staff and NHS organisationswere also noted and the comments were –board meetings (1), contacts (1), being onstaff bank (1); staff (4); meetings (2); clinics(1); hospital (5) and health centre (2).
Own research, observation and internetwere each noted by one respondent. Oneperson stated that such views came fromvarious sources and further two noteddiscussions. One person stated they havenever heard of the PCT.
7. Would you agree that the PCTlistens to the views of local people?
Half of those who responded (27) agreedthat the PCT listens to the views of localpeople with the same proportion statingotherwise.
Respondents were asked to givesuggestions as to how this could beimproved. The responses to this sectionwere varied and are summarised below. Aswith previous sections, it should be notedthat individual respondents may have mademore than one comment.
- Yes (1) - Listens but no change to
strategic direction (1)- Lack of communication (1)- Be more open (1)- Ask for views (1)- Improve listening (1)- Maybe (1)- Seeks views but does not
act on them (1)- Sometimes (1)- Do not know/not sure (8)- More action and talking (2)- Do not know how to give
views (2)- Consultations are helpful
but done in set formats (1)- Reassure that information
is fed back to PCT duringconsultations (1)
- Consultations are carried out but changes take place anyway (1)
- Act on feedback (2)- Explain role (1)- Feed back to public (1)- Already listen and act on
complaints (1)- More information that is
easily accessed (1)- Demonstrate practical
response to problems (1)- Improve infrastructure (1)- Getting there (1)
- Services are more important (1)- New services are in place (2)
- Involve active staff (1)- Increase assistance to local
support groups (1)- Increase contact with ethnic
communities (1)- Managers to be accountable
to public (1)
- Had to contact PCT for information (1)
- Be proactive in seeking NICE treatments (1)
- Letter received from hospital was unsatisfactory (1)
Personal details
Respondents were asked to providepersonal details. All commented on theirgender with 40.3% being men and 59.7%being female.
In terms of age, most responses (26;36.6%) were received from respondentsaged 66 – 75, followed by those in 56 – 65age group (18; 25.4), 36 – 55 (15; 21.1%)and those 75 and over (11; 15.5%). Onerespondent indicated their age group to be26 – 35.
In terms of ethnicity, the table below notesthe responses received:
WhiteBritish 59Irish 1Any other white background 1
Asian or British Asian IndianPakistani 3Any other Asian background 2
MixedAny other mixed background 1
Additional commentsDeclined to answer 1Indian 1
62
Further information about the PCT can be found on the PCT’s website
(www.kirklees-pct.nhs.uk) or by contacting the PCT at:
Kirklees Primary Care TrustSt Luke’s House
Blackmoorfoot RoadCrosland Moor
HuddersfieldHD4 5RH
Tel: 01484 466000