Document

Realising our Ambition

Communications and Engagement Strategy

2009/11

Contents

Executive Summary

Introduction

2.1 Vision and Values2.2 Strategic Goals

Aim

Context

4.1 Demographic overview4.2 What we know – key insights and progression

Communications and Engagement

5.1 Internal communications5.2 Corporate identity5.3 Media relations5.4 Crisis communication and emergency planning5.5 Public relations5.6 Social Marketing5.7 Patient and Public Involvement5.8 Promoting equality through communications and engagement5.9 Electronic Communications (e-communication)

Working in Partnership

6.1 Kirklees Council6.2 Voluntarily and Charitable Sector6.3 Independent Sector

Improving Communications and Engagement

7.1 Key messages

Measuring Success

8.1 Implementation8.2 Evaluation

Communications and Engagement Resources

Appendices

A StakeholdersB Communications and Engagement Action Plans

5

6

78

9

10

1011

13

131414151516171819

20

202121

22

22

24

2424

25

26

2629

Section 1

Section 2

Section 3

Section 4

Section 5

Section 6

Section 7

Section 8

Section 9

3

Realising our Ambition Communications and Engagement Strategy 2009/11


5

Section 1.

Executive Summary

NHS Kirklees has produced it’s secondstrategic plan “Realising our Ambitions” for2010 – 2015. This plan outlines our successto date and the priorities for the next 5years but also puts these ambitions intocontext of the significant financialchallenges that affect the whole of thepublic sector. This change presents us withcommunication and engagement challengeswith both our staff and the public we serve.

To enable more effective communication,engagement and involvement NHS Kirkleesis placing a greater emphasis on highquality communications and building corecommunications skills and competenciesamong staff. The NHS continues to changeas does technology and the way peopleaccess information and receive messages ischanging. Communications andengagement methods and activities need tobe flexible while providing value for money.This strategy therefore outlines some wayswe plan to meet these challenges.

This strategy sets out our vision, values andgoals and the principles we will adopt tomeet them in terms of communication andengagement. It outlines the progress wehave already made and what our keymessages are for the future. It identifies ourstakeholders and how we plan tocommunicate and engage with themeffectively over the next 2 to 3 years tosupport the delivery of our strategic plan.

Such communication and engagementincludes consistently and effectivelyensuring:

• internal communications andengagement activity is evaluated foreffectiveness and value for money

• ensuring that we protect and promotea positive NHS corporate identity

• media relations are actively managedand professional and high qualitycommunications support and advice isavailable to support crisis andemergency situations, like the recentflu pandemic

• appropriate messages and informationis provided to stakeholders in order toinform and influence perceptions andopinion

• a social marketing approach isembedded to support commissioningactivity and introduced to overallcommunications and engagementactivity

• the active participation of patients andthe wider public in the developmentand evaluation of health services

• an e-communications focus as a wayof reaching more people, targetingspecific groups and supporting costreduction.

Working in partnership with KirkleesCouncil, the voluntary and charitable sectorand the independent sector will allow jointinvestments in resources, providing us withthe opportunity for cost savings. It will alsohelp to shape service design and deliveryacross Kirklees and result in increasinglymeaningful communications andengagement with the local population.

To ensure consistency and in line with ourvision and values, we will work towardsspecific communications and engagementkey messages; both internally and to thepublic. Success will be measured throughcareful implementation and evaluation ofthe communications and patient and publicinvolvement action plans.

The main challenge for NHS Kirklees is tomake sure it delivers the right services, at

the right time, in the right way and in a waythat local people want within the resourcesallocated. The recent changes in theeconomic climate make this a far greaterchallenge and how these messages arecommunicated both internally andexternally is key to delivery of the strategicplan.

Section 2.

Introduction

NHS Kirklees aims to ensure that we willhave systems in place to enable effectivecommunication and engagement with allthose who have an interest, for exampleservice users, carers, staff, partners and thepublic. NHS Kirklees must manage both aproactive and reactive communicationsagenda, to provide information to thepublic about services, and to communicatein an honest and open manner.

This communications and engagementstrategy sets out NHS Kirklees’ strategicobjectives for further improving how we willcommunicate and engage with the public,staff and other stakeholders. It will alsooutline how we will plan and manage ouractivity in line with the financial plans forthe coming years. The strategy will meetthe overarching aim of supporting thedelivery of NHS Kirklees’ strategic plan andcorporate objectives.

NHS Kirklees’ Communications and Patientand Public Involvement Teams have keyroles to play in achieving the objectives ofthis strategy. In order to achieve this, NHSKirklees needs the commitment andcontribution of every member of staff if it isto communicate and engage effectively.Everyone within NHS Kirklees has aresponsibility to:

• Ensure patients, public, staff and otherstakeholders receive accurate and up-to-date information

• Take personal responsibility for beingwell informed by seeking informationon relevant issues

• Share relevant information frombriefings, meetings and other forumswith colleagues

6

• Take an active role in opportunities toprovide feedback

• Take account of the values andprinciples set out in this strategy.

In addition, every member of staff mustensure that they communicate in line withthe following legislation:

• Freedom of Information Act 2002 • Data Protection Act 1998 • Disability, race, age and gender

discrimination legislation.

2.1 Principles for communication andengagement

NHS Kirklees’ principles for communicationsare:

• 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

NHS Kirklees’ principles for engagementare:

• 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 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 communityto have an opportunity to have theirsay.

To help embed these principles across theorganisation NHS Kirklees is in the processof developing a communications style and apatient involvement toolkit.

7


8

Our vision and values

“Working together toachieve the best health andwell-being for all the peopleof Kirklees”

• Recognise that people are at the heartof everything we do;

• Support people in taking responsibilityfor their own health and well-being;

• Encourage innovation and continuousimprovement and celebrate thecontribution made by our staff;

• Encourage open, clear and honestcommunication;

• Value diversity and challengediscrimination;

• Show understanding, dignity andrespect for all our clients, partners andstaff; and

• Be accountable for the decisions wemake, the work we do, the resourceswe use and our impact on theenvironment.

We are responsible for improving the healthand well being of local people and makingsure that services are in place to meet theirneeds. We commission services fromothers, including GPs, dentists, pharmacists,optometrists, voluntary organisations andlocal and specialist hospitals. We areaccountable for ensuring that these servicesare accessible, high quality and safe.Medium to Long Term ChangesOver the period covered by this plan (andbeyond) we want to achieve changes whichfurther our goals. We have a sharedambition with Kirklees Council and otherpartners that by 2020 Kirklees will:

• Be recognised in West Yorkshire andbeyond as an area of major success;

• Have a strong economy supported byan attractive, high quality

environment, offering the best of ruraland urban living;

• Place a high value on creativity andlearning;

• comprise communities who are proudof their past, but enjoy diversity, areoutward looking and face the futurewith optimism;

• be a safe, healthy and supportiveplace to live and work for both youngand old people, with a clearcommitment that all should share inthis success.

2.2 Strategic Goals

The strategic goals for NHS Kirklees are:

Goal 1Raise male and female life expectancy atbirth so that it is not significantly below thenational average in any part of Kirklees.

Goal 2Improve health outcomes for children andyoung people, working in partnership toimprove life chances and safeguardchildren.

Goal 3Target individuals and populations to tacklehealth and well being inequalities, focusingon the priority issues identified locally.Provide advice, support and care to theseindividuals, families and communities, in theform of high quality targeted interventionsknown to work, to increase the control theyhave over their own health and wellbeing.

Goal 4Empower those people in Kirklees with along term condition to exercise control overtheir own lives and be central to thedecision making about their own care, sopreventing problems arising or worseningand enabling them to independentlymanage their own health and well being.


9

Section 3.

Aim

The overall aim of this Strategy is to ensurethat communications and engagementactivities support the PCT's key objectives ofimproving the health of Kirklees residentsand health service users, reducing healthinequalities, and improving patientknowledge of and confidence in healthservices in Kirklees.

This Strategy also seeks to:

• Improve the quality of informationwith clear and concise messageswritten in plain language

• Establish and maintain channels ofcommunication and engagementwith:

1. Patients and the public, to create andmaintain a positive, informed andrecognisable profile of the NHS inKirklees

2. Staff, to create a corporateenvironment in which aspirations toexcel are valued and encouraged

3. Central and local government, in orderto build on the concept of best valueand local delivery, and provide thepublic with the best healthcareoptions available, and

4. Partners and stakeholders, to createeffective networks and workingpartnerships that benefit thecommunity as a whole

5. Improve the capacity of existingcommunications and engagementchannels and develop new channels

6. Support the objectives of the Trust’sbusiness plan and corporate objectives

7. Be reflected in service and businessplans throughout the Trust

8. Provide strong guidance to Trust staff.

Effective communication and engagementis about getting the right messages to theright audiences through the mostappropriate channels at the mostappropriate times. It is also a two wayprocess, leading to a meaningful andcontinuous dialogue with our stakeholders.

10

Section 4

Context

4.1 Demographic Overview

4.1.1 PopulationKirklees comprises both urban and ruralcommunities with a total population ofnearly 425,000 (FHS 2006), of whom 1 in 4are aged under 19 and nearly 1 in 4 agedover 65 years.. By 2025, the population ispredicted to increase by 7%. This is mainlyin those aged over 65 years. The townsand valleys of Kirklees have their ownstrong and distinct identities and contain arich and diverse mixture of cultures andfaiths. This diversity, coupled with ourcomplex links to major regional centres,creates unique opportunities and challengesfor our district.

Kirklees has pockets of relative deprivationfor both children and older people, but isnot classified as a Spearhead area i.e. in thelowest 20% of deprivation for all areas. It ishowever amongst the worst 50 districts forboth income and employment deprivationand this has worsened since 2004, as hadEducational Skills and Training and Income.In contrast, for Barriers to Services andCrime Kirklees had improved. 1 in 6 of thepopulation are income deprived. Areas ofdeprivation are concentrated in and aroundHuddersfield town and Dewsbury inparticular. Across Kirklees 27% of childrenaged 0 -15 years were classed as living inpoverty and 21% of those aged over 65years.

Kirklees has a diverse ethnic mix, with ahigher proportion of our population fromethnic minorities than for England as awhole. Ethnicities present in Kirkleesinclude those of Pakistani origin, Indianorigin and African-Caribbean origin but thelargest group remains of white origin.

4.1.2 Reducing Health Inequalities Health Inequalities are health differencesbetween people which can be changed.Change depends on the control that peoplefeel they have over factors that prevent illhealth, as well as the opportunities they feelthey have to control such factors.

If we are to make a difference and narrowthe Health Inequalities gap, we need to:

• Be person centred, focusing onequality of outcomes;

• Involve local people in creating anddelivering solutions;

• Work closely with partners to ensurecurrent needs are met and there isadequate provision for the future;

• Target our actions more effectively toensure we reach those most in need;

• Establish clear programmes whichsupport older people and those withlong term conditions to address thechallenge of more people livinglonger;

• Target our resources to reduceinappropriate variations in investmentacross the area, particularly wherelower investment sits alongside poorerhealth outcomes; and

• Use our commissioning function andopportunities in the new primary carecontracts to tailor services to meet theneeds of the practice and localitypopulations.

This requires two key sets of actions:

1 A culture shift across organisations,working in partnership with otherorganisations in order to be personcentred. Involving other parties inidentifying issues and creatingsolutions, focusing on those in mostneed.

2 The development of targeted


11

interventions to tackle the localchallenges to health and well-beinginequalities that have the mostsignificant impact, as identified by theJSNA.

4.2 What we know – key insightsand progression

For communications and engagement,research, insight and experience highlightways in which we can improve ourcommunications and engagement if we areto be a world class leader.

The following examples demonstrate whatwe know about our public and patients andhow we are progressing:

• Media analysis across Yorkshire andHumber shows that, in general, thefavourability of NHS Kirklees’ mediacoverage is good locally but lessfavourable regionally. Despite this,issues such as changes to maternityservices at Calderdale andHuddersfield FT have received morepositive coverage than might havebeen expected because of intensivelocal communications activities. Thereremains a legacy of public perceptionthat the PCT does not listen to publicopinion which still needs to bemanaged. When public health typemessages are conveyed, coveragetends to be positive and this was seenduring the flu pandemic when Kirkleeswas one of the first PCT’s locally tohave a significant outbreak.

• Findings from an internalcommunications audit which haveagain shown generally that internalcommunications are good but thereare areas for improvement. Examplesof this include communications with

independent contractors and practicebased commissioners.

• Feedback from the public through theCamper Van ‘share your views’exercise carried out over the summerof 2009 showed that people associateNHS Kirklees with services and servicedelivery rather than understanding ofthe PCTs commissioning role. We havefound that what matters to peoplemost is the quality of services theyreceive. As such we want to measureour success through the level ofpatient experience of the services wecommission.

• Public polling research done by InsightResearch for NHS Yorkshire andHumber since 2007 demonstratesthat, overall, Kirklees showed animprovement in performance, whichreflects our own surveys andinformation. Over this time period,waiting times for a consultation andcourtesy of staff have improved butperceptions of A & E performancehave got worse. Ambulance serviceshave also worsened. The PCT wouldrecognise this as it is reflected inperformance information.Performance in outpatient services hasimproved in all four areas measured,but no real change have occured ininpatient services. Despite this, thelevel of care from physicians hasimproved. NHS Kirklees hasconsistently performed well within theregion in respect of dentistry, but itwould appear locally that this is notunderstood. Our community serviceshave also improved in all four areasmeasured, as have maternity services,although again, this contrasts withother local perceptions.

• Feedback from voluntary andcommunity groups showed that theywould favour a regular newsletter or

12

mail shot directly into people’s homes.During 2008/09 Health Talk has beenproduced on a quarterly basis and willbe evaluated over the next threemonths to see what impact it has hadon public understanding of NHSKirklees and the impact of healthmessages

• The use of the Reader’s Panel inassessing the quality of our patientinformation is improving and providesvaluable input as well as meaningfulengagement.

• Work has been carried out over2008/09 to improve the image andbranding of corporate reports. This isin order to promote our visual identityand can be seen in our activities fromdistinctive branding of banners,reports and newsletters.

• The PCT website has been updated in2009 and we are in the process of thedevelopment of the GP Link website.This was identified as a keydevelopment in last year’s strategicplan. GP Link is a specific sitedeveloped to communicate with GP’sand practice based commissioners andthere will be similar sites for all theother independent contractors. Thishas been particularly useful during theswine flu outbreak.

• The PALS service is a popular servicewhere patients can seek advice makea compliment or a complaint.

• Good relations exist between NHSKirklees and Kirklees Council and weare actively working on opportunitiesfor joint publicity and jointcampaigning. This year the Local YourGuide will be produced jointly as an Ato Z of services for both the Counciland the NHS. We are also beginningwork on joint strategy development tostrengthen key partnership messages.

• To strengthen our engagement, a

patient and public involvement toolkitand DVD has been developed tosupport all commissioning staff toundertake such activity. We are nowworking with the Local Authority todevelop the INVOLVE database. This isdesigned to log all engagement andinvolvement activity and plans tobetter share information andcoordinate activity. This is what thepublic have told us they want us todo.

• We are using the insight gained fromsocial marketing activities to informapproaches we might take tocommunication and engagementactivity and we plan to build on thisfor the future.


13

Section 5

Communications andEngagement

5.1 Internal communications

The aim of internal communications andengagement are to maintain a two-wayflow of reliable information to encouragehigh quality service, teamwork, trust andloyalty, and to help make staff feel valued,motivated, and empowered to carry outtheir jobs to the best of their ability. Everystaff member can influence the views ofother staff, the public, patients andstakeholders on a daily basis through verbal,written or face-to-face contact. As such,they need access to the right informationand tools to help them communicateeffectively.

The guiding principles are that we will:

• inform all staff and of issues andevents that affect the PCT and theimpact these will have on them

• consult staff through formal andinformal channels about thedevelopment of relevant policies,practices and procedures

• encourage listening and dialogue • inform staff of the PCT’s corporate

priorities and objectives • help staff to understand the role they

need to play in achieving thosepriorities and objectives

• demonstrate the PCT’s achievementsand successes and spread learningabout them

• support cultural change so that thePCT is flexible enough to adapt tochanging circumstances

To improve internal communications andengagement, we will:

• Ensure that communications andengagement issues are considered atthe early stages of project planning

• Make communications andengagement materials accessible andappropriate to all internal audiences

• Have a professional and consistentapproach to internal communicationsand engagement, including a PCT-wide style guide setting out howinformation should be presented

• More creatively spreading the messageof the work of the PCT having regulararticles in the staff newsletter, TalkAbout.

We will continually evaluate theeffectiveness of our current internalcommunications and engagementmechanisms through a range of methodsincluding audit. In line with financial plansand following the re-design of the staffintranet, an audit of all internalcommunications is planned. It is anticipatedthat selected print-based communicationswill move online, thus saving money andmaking information more accessible and upto date for staff.

In the interim we will continue to use thefollowing key internal communication andengagement vehicles:

• Talk Time with the Chief Executive andLunch Talk with the Chief Executiveand Chairman

• Senior Management Team meetings• Team meetings• Intranet (re-design planned for 2010)• TalkAbout – bimonthly 16 page staff

newsletter• Staff surveys i.e. the annual staff

survey and the readership survey

14

• Employee induction and training• Weekly Talk• Publicity materials i.e. posters, flyers• Staff mail outs

5.2 Corporate identity

The NHS has one of the most recognisablebrands in the UK. The NHS logo isspontaneously recognised by over 90% ofthe public and has high levels of trust andcredibility. It is therefore important to usethe NHS identity consistently and correctly.This will help patients and the public tonavigate a more diverse healthcare systemwhile maintaining their confidence thatservices will be delivered in line with NHSstandards and values.

The guiding principles are:

• We will provide high qualityinformation that is clearly branded andwritten clearly and concisely, toexternal and internal audiences

• We will always adhere to the Trust’scorporate standards and style guide,and the NHS Identity Guidelines, aswell as take account of the DisabilityDiscrimination Act (DDA) accessibilityguidelines

The Communications Team is the guardianof the branding and corporate identity ofthe Trust. We will:

• develop a corporate style guide andpromote knowledge of our corporatestyle

• ensure consistency in the use of thePCT’s corporate style and the NHSlogo on all materials for internal andexternal use

• monitor the correct usage of the PCT’scorporate style and the NHS logo in

joint working with partners and theindependent sector

• support managing the reputation ofthe PCT and the NHS locally by beingopen and accountable, ensuringconsistent messages are delivered tothe community and correcting false orinaccurate information about our role,our services or the standard of ourservices.

5.3 Media relations

Developing good relations with local,national and specialist media supports thePCT’s objectives of improving health,reducing health inequalities and improvingpatient confidence in and knowledge ofhealth services in Kirklees.

The guiding principles are: • We will adhere to an agreed media

protocol • We will forge strong links with local

and specialist media, and develop keylinks with national media outletsbased in Kirklees

• We will provide proactive and reactiveinformation and resources for themedia

We will: • Generate publicity in national,

specialist and local press for Trustachievements and developments inhealth services

• Improve feedback mechanisms tocapture more stories about the PCT’sachievements and successes

• Ensure the Trust’s media protocol iswell publicised and easily accessible bystaff.


15

5.4 Crisis communication andemergency planning

In the event of a major incident, seriousuntoward incident or public healthemergency, a proactive, timely, reliable,accurate communication system is anessential part of the response. The NHSKirklees Media Handling Policy outlines ourapproach to handling the media on a day-today basis and in a crisis. A Memorandumof Understanding has been developedbetween all local NHS organisations tomake sure that sufficient communicationssupport is available now and in the future.

The guiding principles are: • We will proactively communicate

information to all PCT staff• We will ensure a consistent message is

delivered by the NHS to thecommunity.

In the event of a Major Incident, SeriousUntoward Incident or Public HealthEmergency, the Head of Communications isa member of the Central Control Team atthe PCT and will:

• Proactively communicateinformation to all Trust staff

• Establish and maintain a mediamanagement response

• Ensure all communications areconsistent with national and localmessages

Media protocols have been forged withKirklees Council covering joint statementsand partnership working across health andsocial care, as well as the West YorkshireEmergency Media Protocol. We willcontinue to utilise such practices.

NHS Kirklees has an emergency plan whichincludes communications roles andresponsibilities. This has been and willcontinue to be tested, developed and

modified and will incorporate lessons learntfrom the pandemic flu outbreak in 2009.

5.5 Public relations

Generating and maintaining confidence inthe PCT is particularly important at a time offinancial constraint and change in the NHS.

The guiding principle is: • We will educate and inform

stakeholders and those who influenceopinion about the PCT, about our roleand responsibilities

We will do this by: • Developing a programme of visits and

working lunches with leaders inhealth, local government, localMembers of Parliament, the voluntaryand community sector, opinionformers and key influencers

• Developing a programme ofrepresentation at meetings, localevents and launches by the Chair,Chief Executive, Directors, Non-executive Directors, senior managersand other staff, and ensuringfeedback from those events isrecorded, stored and disseminated

• Delivering a programme to raiseawareness of marketing techniques,aimed at senior staff, to maximise thepotential of the PCT to position itsexpertise and services in the localhealth economy

• Developing an up-to-date electronicdirectory of services from which otherdirectories and guides can be drawnfor internal and external use, includingfuture joint working with partners andstakeholders

• Ensuring contact and other details oflocal MPs, leaders in health and localgovernment, the voluntary andcommunity sector, media and other

16

opinion formers are stored centrallyand kept up to date

• Ensuring details of key PCT contactsand their areas of responsibility arekept up to date, published in hardcopy and on the website.

In light of the forthcoming financialconstraints, NHS Kirklees will endeavor toensure that we proactively engage andwork with relevant internal stakeholders,the local media, the wider NHS, relevantpartners and staff members to ensure theconsistency of information reflected. This isin order to uphold our reputation andreliability.

5.6 Social marketing

A social marketing approach will be further embedded to support the development ofservices, communications and engagementactivity to enable behaviour change and todemonstrate how the PCT is putting peopleat the centre of what we do. This will helpus achieve a number of World ClassCommissioning competencies such aslocally leading the NHS, engaging withpublic and patients and prioritisinginvestment.

The NHS Kirklees vision for social marketingis:

“Putting target populations of Kirkleesat the heart of policy, communications,workforce development and servicedelivery to encourage behaviourchange, improve health and reducehealth inequalities” 1.Health-related social marketing is:

“the systematic application ofmarketing, alongside other conceptsand techniques, to achieve specific

behavioural goals, to improve healthand to reduce inequalities.”

Social Marketing will help us understand:

• why people behave the way they do • what factors influence that behaviour • if any barriers exist to adopting the

desired behaviour • how we remove those barriers and

increase incentives to the desiredbehaviour change

The social marketing process results ininterventions which are insight driven,tailored and pre-tested to ensure that theymeet the needs of the target audience andare presented in a way that is meaningfuland attractive to that particular targetgroup.

The target groups are those priority groupsidentified in the JSNA, LAA, locality andprogramme plans. NHS Kirklees will useany insight gained that helps us to bettercommunicate and engage with particulargroups or on particular issues.

We will seek further means of working withour partners, such as Kirklees Council, onsocial marketing techniques. This will focusupon the individual, be insight led andproactively seek to change people’sbehaviours on public health issues andhealth choices. Such partnership workingshould also have a positive effect on costreductions as this will be shared betweenNHS Kirklees and our involved partners.

These approaches have already been usedto support healthy personal behaviorsrelating to food, physical activity, alcoholand smoking.


17

5.7. Patient and public involvement

Patient 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

(community being defined by thecommon factor that brought peopletogether e.g. shared geography,shared characteristics – age, gender,ethnic group or shared issues).

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 and

consult 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) • Overview and Scrutiny Committees

(OSC)• Patient Advice and Liaison Service

(PALS)• Independent Complaints Advocacy

Service (ICAS)

The Local Government and PublicInvolvement in Health Act (2007) abolishedthe Commission for Patient and PublicInvolvement in Health (CPPIH) and the PPIForums, and created Local InvolvementNetworks. We will strive to developeffective relationships with the LocalInvolvement Networks.

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)

18

• 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)• Real Involvement (2008)• The NHS Constitution (2009)• Real Accountability Demonstrating

responsiveness and accountabilityGuidance on the NHS duty to respondon consultation (2009)

In addition to the above, the World ClassCommissioning Assurance process willassess NHS Kirklees on how it proactivelybuilds continuous and meaningfulengagement with the public and patients toshape services and improve health.

To improve patient and public involvement,we will:

• make Patient and Public Involvementan integral part of PCT working whendesigning, reviewing and deliveringservices and using information toimprove service user experience

• implement a two way process ofcommunication between NHSKirklees, the public and service usersand doing this in partnership were thismakes sense to do so

• recognise the diversity of the publicand service users

• raise awareness and promote activeinvolvement of staff in the principles

of Patient and Public Involvement• develop strategies with partners in the

local health economy to ensure aseamless service

• develop approaches to patient ledperformance management to ensurerobust monitoring of patientexperience

• develop ways of identifying who ourseldom heard groups are and whatthe best methods are to reach them

• develop methods and systems toensure we can ensure our informationreaches the right audiences

• develop alternative ways of engagingand involving the public and patientsin light of the forthcoming costsavings i.e. real time to online focusgroups, e-questionnaires rather thanposting and freepost replies

• use patient and public involvementactivity to make people aware ofactions they can take as individuals toimprove and protect their own health

• use social marketing approacheswhere these are felt appropriate

The PCT’s approach is set out in the PPIAction Plan (see Appendix B), whichsupports the PCT’s key objective ofachieving the best health and well-being forall the people of Kirklees.

5.8 Promoting equality throughcommunications andengagement

NHS Kirklees is committed to tackling healthinequalities and commissioning high qualityhealthcare services based on the needs ofthe whole community. It aims to engagewith the widest possible range of peopleand to communicate with all those who areaffected by our services now and in thefuture.


19

As a public body, NHS Kirklees has a legalduty to eliminate discrimination andpromote equality across all of its functions,including employment practices and servicedelivery. In meeting these public sectorduties, the PCT is required to prepare andpublish an Equality Scheme. The existingSingle Equality Scheme 2007-2009 iscurrently under review, and with the help ofa range of stakeholders, the PCT is aimingto develop a new three year Scheme thatreflects local priorities identified by thepeople living and working in Kirklees.

By undertaking Equality Impact Assessmentson all our new policies and services and onexisting policies and services through a 3year plan, there will be a more systematicapproach to identifying who needs to beengaged and consulted, and how thatshould be done. The ambition to reachmore people, particularly those who aretraditionally excluded from mainstreamservices, will require a more innovative andtargeted approach to the engagementprocess. The PCT will consider new ways ofengaging and communicating with ‘seldomheard’ groups and will develop structureswhich enable the diverse communities ofKirklees to have a voice and genuinelyinfluence how the organisation carries outits business.

5.9 Electronic communications (e-communication)

NHS Kirklees requires an e-communicationsfocus in order to communicate moreeffectively with Kirklees residents, patients,staff and key stakeholders. The aim of suchcommunication is to create, sustain andmanage effective two-way relationshipswith such groups in order to inform,increase awareness and improve the healthand wellbeing of the community and theservices provided/commissioned by NHSKirklees.

The PCT is exploring the opportunitiespresented by electronic communication tosupport improving health in Kirklees andimproving the working lives of staff. ThePCT’s website needs to be better utilised asa way of reaching more people andtargeting specific groups, while the Intranethas enormous potential to improve theworking lives of staff.

The guiding principles are:

• We will use the PCT’s website topromote NHS Kirklees and facilitatechannels of communication andnetworks so that stakeholders cancommunicate with the PCT easily,quickly and cheaply, e.g. conductregular online surveys to collectfeedback

• We will use the Intranet tocommunicate internally with staff andactively encourage staff to use it, andseek to improve it, for their benefitand the benefit of the PCT as a whole.

We will do this by:

• formalising roles and responsibilitiesfor the day-to-day management ofboth the Intranet and Internet and thestrategic direction of both sites.Arrangements need to facilitate bothsites being able to be quickly updatedand responsive to changing issues andstructures

• focusing on traffic building throughcarefully defined targeting, techniquesand timing to optimise our positionwithin search engines, online PR tomaximise favourable mentions of NHSKirklees and for promotional purposes,forging online partnerships and takingadvantage of interactive advertising tobuild site traffic and help build brandrecognition. Monitoring andmeasurement of traffic on both theintranet and internet will enable us to

20

gain an understanding of oureffectiveness

• providing enhanced customerexperiences through the use of thelatest e-tools such as interactive digitalTV, digital radio, mobile and wirelessdevices, interactive self-service kiosks.It is important to repurpose content tosuit such differing environments andpurposes. Convergence andintegration of such technologies is keyto create a seamless system which isinterlinked.

• involving patients and patient grouprepresentatives, as end users of thewebsite, in the development of aframework for building publicengagement activities on the website

• using and implementing web 2.0 andsocial networking as mainstreammarketing approaches. NHS Kirkleesmust recognise that customer’s valuereviews from service users, despitewhether such reviews are favourableor otherwise. Advocacy can andshould be managed effectively andresponsively by NHS Kirklees with theuse of online detractors.

E-communications will be an extremelyeffective tool to support reducing costs andproviding value for money. With the adventof increased communications mechanismsbeing available online and becoming widelyaccepted by the wider public, NHS Kirkleesmust recognise and take advantage of thisopportunity where possible.

Section 6

Working in Partnership

Partnership working not only ensures thatthe information that we provide to thepublic is joined up and accessible, bututilizes resources efficiently and effectivelyand avoid duplication and is appreciated bythe public.

6.1 Kirklees Council

Kirklees Council is one of our key partnersin the provision of health and social care inKirklees and we have a jointCommunicating for Health Board whichsupports the partnership and to build on itseffectiveness, we will:

• Agree a protocol for jointcommunications work, including useof our corporate identity

• Publicise joint working initiatives onthe PCT’s Intranet and Internet, in ourinternal and external publications andmedia, and actively seek publicity inthe Council’s internal and externalpublications and media.

• Share best practice and learning bothwith PCT and Council staff

• Continue to explore opportunities toimprove procurement by sharingfacilities, such as print and designservices

• Continue to develop a framework forsharing information with the aim ofproducing joint information products,such as directories of services.


21

6.2 Voluntary and Charitable Sector

The Trust involves, engages and consultswith a range of voluntary and charitablesector groups to gain valuable insights andfeedback on patient experiences, andservice design and delivery.

NHS Kirklees will:

• Continue to support the building andstrengthening of partnershiparrangements, and work with relevantTrust staff and the voluntary sector toidentify communications issues andseek improvements where problemsare identified.

6.3 Independent Sector

The PCT already works closely withIndependent Contractors, including generalpractitioners, dentists, opticians andcommunity pharmacists, to improve healthin Kirklees. A good example of this is thework that has gone into developing asection of the website which is targeted andtailored directly for GPs; GPLink.Registration and use of this site is vastlyincreasing. Communications activities haveand will be developed further in order toengage each group of independentcontractors and ensure there is a two-wayflow of information and views. To improvecommunications with such contractors, wewill:

• Continue to improve information andfeedback mechanisms to independentcontractors and their staff

Supporting the direction being taken by theNHS to broaden choice in the provision ofservices, the Trust will need to haveprocesses in place to forge closer links with

both the independent and private sectors,working in partnership, rather than incompetition. We will:

• Retain responsibility for informingrelevant stakeholders, patients, thepublic and staff, about changes tohealth care provision

• Ensure NHS standards and values arewell communicated and understood,both to partners and to patients andthe public

• Manage and protect our corporateidentity, including the use of the NHSlogo.

22

Section 7

Improving Communicationsand Engagement

In order to achieve the best health and well-being for all the people of Kirklees, the PCTwill strive to sustain and achieve thefollowing:

Internally• 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

• Encourage and develop co-operation,the exchange of ideas, views andinformation throughout NHS Kirklees

• 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

• Enable and support staff to beambassadors for NHS Kirklees and theNHS

• Ensure the communications team hasthe appropriate communications andmarketing skills and expertise.

Externally• Improve the reputation and raise the

profile of NHS Kirklees, its services andthe local NHS and market ourselves asthe leader of the NHS in Kirkleesparticularly to partner organisationsand other agencies

• Further develop our media relationsand continue to adopt a proactiveapproach to the media to help shapepublic awareness and manage

expectations of the local NHS giventhe current economic climate andpotential for difficult messages

• Inform patients and stakeholders ofplans, service developments, andpublic health messages

• Develop clear two waycommunication with patients and thepublic, where patients, carers andusers can feedback

• Communicate and celebrate ourachievements and successes, buildingour credibility and trust

• Develop clear and consistent publicinformation

• Develop effective communication withthose groups who find it more difficultto share their views and participate inengagement activity

• Develop effective relationships withkey stakeholders

• Involve and consult with patients andthe public and involve them indecisions, always looking for newopportunities and make sure we feedback what we did as a result.

7.1 Key messages

NHS Kirklees will work to a set of keymessages, which we will use in our publicand internal information to make sure weare consistent. These relate to NHS Kirklees’vision and values and strategic objectives.

Patients and the Public• Patients 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 of


23

our 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 in ways that

provide the best value for money tomeet local needs that are affordableand sustainable.

• We will allocate our finances in linewith our strategic priorities andstatutory duties.

• We will strive to reduce carbonemissions and make sure PCT activityhas a minimal impact on theenvironment.

Public Health• We will work in partnership with

relevant organisations and our localpopulation to improve health and wellbeing

• We will work in partnership withothers to reduce local healthinequalities

• We will make sure that the what wecommission is based on evidence andup to date information on health needto improve health.

Performance• We will strive to continuously improve

our performance and the performanceof those whose services wecommission in terms of accessibility,quality and choice.

• We want patients to have access togood quality healthcare premises.

• We will keep people informed aboutthe service they can expect and do our

best 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 to

develop a learning environment whichpromotes continuous personal andprofessional development

• We will encourage new and innovativeways of delivering services andcelebrating 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 or campaigns.

24

Section 8

Measuring Success

We will measure our successes in meetingthe aims and objectives of this Strategy in anumber of ways, including:

• Media evaluation – quantitative andqualitative

• Formal evaluation of – internalcommunications and externalcommunications, including a brandand other audits

• Local and National Staff surveys • Patient surveys • Feedback at formal meetings (internal

and public) • Compliments and complaints • PALS enquiries • Stakeholder surveys • Innovative engagement • Budget management and value for

money asessment

If we are to ensure communications andmarketing work is evidence based andmeets the needs of our key audiences, weneed to be able to evaluate and measureour activity. The World Class CommissioningAssurance Framework measures theorganisation against a set of 11competencies. Communications andengagement have a role within most of thecompetencies but specifically within:

• Locally leading the NHS – Competency1

• Working with community partners –Competency 2

• Engaging with public and patients –Competency 3

We will be measured through public pollingdata, 360° stakeholder reviews and mediaevaluation. This forms an annual evaluationof communications performance.

8.1 Implementation

The communications and engagementaction plan for delivery for 2009/11 is setout in Appendix B, which covers thefollowing key areas:

• Informing the public and stakeholdersincluding media relations

• Campaigns• Matrix working with the Public and

Patient Involvement team• Staff comminications• Partnership working• Reputation and brand

Through indentifying the actions required,the co-dependencies for achieving theseand the timescales and risks involved, theoutcomes and measures can realistically beimplemented and achieved.

8.2 Evaluation

It is important to demonstrate that NHSKirklees listens to comments andsuggestions from staff, patients and thepublic and reviews methods ofcommunications and engagement to see ifthey are effective. Equally, it is importantthat the changes we make because ofpatient/public and staff involvement iscommunicated and reported back in themost appropriate way.

The effectiveness of this strategy will bemonitored internally through:

• the annual staff survey• regular audit’s of internal and external


25

communications activities • annual readership survey for staff

newsletter, TalkAbout• intranet use• surveys on specific issues• progress towards meeting the Trust's

Equality and Diversity Strategy aimsand objectives

• feedback from Team Brief, Talk Timewith 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

• public polling• monitoring of media coverage

including measuring our impact in thenational, local and specialist media

• website statistics• 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 • feedback from partner organisations • finalising protocols with

partners/stakeholders on partnershipworking and joint workingarrangements

• Kirklees Overview and ScrutinyCommittee.

The Communications and PR Committeewhich is a sub-committee of NHS KirkleesBoard with representatives from eachdirectorate, a non-executive and partners,has led the development and monitoring ofthe communications and engagementstrategy and plans.

Section 9

Communications andEngagement Resources

NHS Kirklees has a dedicated staffworkforce who have the appropriate skillsand experience in communications, socialmarketing, public and patient involvementand equality and diversity.

In line with the operating frameworkrequirement, the PCT is reviewing itsmanagement and agency cost expenditureand expenditure on communications andengagement will form part of this overallreview.

26

Appendix A

Stakeholders

The primary audience of thecommunications and PPI team includesKirklees residents and patients, NHS Kirkleesstaff and 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.

NHS Kirklees is working closely with KirkleesCouncil on ways of joining up ourcommunications and engagement activityas much as possible to avoid duplicationand give clear and consistent messages.This is particularly important as we enter anenvironment of financial constraint acrossthe public sector.

Effective internal communications meansthe PCT will:

• run the business of NHS Kirklees moreeffectively

• make sure we are as productive andefficient as possible and use ourlimited resources in innovative ways toget best value for money

• 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 the local NHS and will help delivercommitment as well as “champions” forthe NHS.

Regular communication and involvementwith staff and patients matters because itmotivates people and wins acceptance of acommitment to change.

The following table identifies our keystakeholders and the range of methods weuse to communicate with them.

NHS Kirklees recognises that one size doesnot fit all and we have to adapt ourcommunications and engagement methodsto suit our particular audiences. Goodcommunication is achieved through using avariety of tools and 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.

• 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 • Pay roll attachments • Annual staff surveys using feedback

to improve communications• Letters• Posters/notices• Staff resources

Verbal• Team Briefing (Team Talk)• Lunchtime sessions with CEO and

Chairman (Lunch Talk)• Open staff sessions (Talk Time) • Presentations• One to one and team meetings

Events• Trust board meetings• AGM• Annual staff awards• SMT meetings • Staff meetings • Work shadowing

Marketing tools/tactics• 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

• NHS provider trusts with whom thePCT contracts

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 • Press releases• Emails• Public newsletter (Health Talk)

External Stakeholders Methods


27

28

• 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 –travelers, 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• University of Huddersfield and local

colleges

• Kirklees Together (Council newsletter)• Direct mailing • Patient diaries• Patient Opinion• Comment cards• Get involved, share your views

newsletter• Voluntary Action Kirklees Health

Bulletin

Verbal• Focus/discussion groups• Workshops• Attendance at Community Events• Chief Executive briefings of MP’s• and Councillors• Attendance at regional meetings• Interviews

Events• Trust board meetings held in public,

including AGM • Organised/attendance at meetings,

events and forums • Events and presentations• Practice protected time events• Surveys • Requesting patient and public

feedback / comment • Mobile exhibitions

Marketing• Marketing campaigns• Resource centre, pharmacy and

health campaigns • Social marketing interventions• Text messaging• Digital TV and radio• Social media, such as podcasts,

downloads and social networkingsites

• DVDs/CDs• Sponsorship/accreditation• Sandwich boards/town crier• Washroom advertising

External Stakeholders Methods

29


Ap

pen

dix

B

Com

mun

icat

ions

and

Eng

agem

ent

Act

ion

Plan

s

Wor

k w

ith t

he lo

cal

med

ia

Nee

d fo

r co

nsis

tent

bran

ding

and

pres

enta

tion

ofm

ater

ial f

or t

he p

ublic

Act

ion

s id

enti

fied

Mor

e po

sitiv

e co

vera

ge o

fN

HS

Kirk

lees

gen

erat

edth

roug

h gr

eate

r ta

ke u

pof

pre

ss r

elea

ses

Impr

oved

med

ia m

etric

s

Posi

tive

publ

ic f

eedb

ack

Dev

elop

gui

delin

es f

orpr

oduc

ing

and

bran

ding

of p

ublic

fac

ing

info

rmat

ion

Ensu

re c

lear

bra

ndin

gad

vice

is in

pla

ce a

nd in

use

Com

mun

icat

ions

too

lkit

deve

lope

d an

d ro

lled

out

Ou

tco

mes

an

d

mea

sur e

s

From

Sept

embe

r 09

and

then

ongo

ing

From

Sept

embe

r 09

and

then

ongo

ing

Tim

esca

le

Relia

nt o

n po

sitiv

ere

latio

ns w

ithm

edia

con

tact

s.

Prog

ram

mes

with

inN

HS

Kirk

lees

wor

king

with

com

mun

icat

ions

team

to

crea

te a

ndde

liver

'new

swor

thy'

stor

ies.

SMT,

all

dire

ctor

ates

, PA

’s

Initi

al in

trod

ucto

rym

eetin

gs w

ith a

llm

ajor

prin

t/he

alth

corr

espo

nden

ts a

ndth

en r

egul

arco

ntac

t to

ens

ure

rela

tions

hips

are

mai

ntai

ned.

Staf

f un

ders

tand

the

need

for

cle

arbr

andi

ng

Staf

f ar

e us

ing

tem

plat

es,

guid

ance

, etc

Publ

ic p

ollin

gsh

ows

high

leve

l of

reco

gniti

on o

f N

HS

Kirk

lees

bra

nd

Com

mun

icat

ions

tool

kit

curr

ently

bein

g de

velo

ped

tohe

lp o

ther

tea

ms

with

in N

HS

Kirk

lees

Co

-dep

end

enci

es

Hea

d of

Com

mun

icat

ions

Com

mun

icat

ions

/ Gra

phic

s te

am.

Pro

gre

ss T

o D

ate

Med

ia o

ften

hav

eth

eir

own

agen

da,

whi

ch w

e ar

e no

tne

cess

arily

alw

ays

awar

e of

.

Inco

nsis

tent

bran

ding

giv

es t

heor

gani

satio

n a

'dis

orga

nise

d',

untid

y ou

twar

dap

pear

ance

.

Inco

rrec

t or

ille

gal

use

of c

opyr

ight

edm

ater

ials

can

lead

to le

gal a

ctio

n.

Mis

use

of t

hebr

and

can

redu

ceth

e im

pact

of

corr

ectly

use

dbr

andi

ng.

Ris

ksPC

T Le

ad

30

Bett

er in

tegr

atio

n of

proj

ect/

prog

ram

me

com

mun

icat

ions

with

each

oth

er a

nd w

ithth

e ov

eral

lst

rate

gicd

irect

ionW

ork

acro

ss Y

orks

hire

and

Hum

ber

to a

void

dupl

icat

ion

ofef

fort

/pro

duce

econ

omie

s of

sca

le

Team

s w

orki

ng c

lose

lyto

geth

er t

o en

sure

tha

tin

tern

al c

olle

ague

s ar

eaw

are

of w

hen

and

why

to

invo

lve

diff

eren

t te

ams

Act

ion

s id

enti

fied

Com

mun

icat

ions

pla

nsde

velo

ped

with

eac

h of

the

HIT

sWor

k be

ing

plan

ned

in o

ther

par

ts o

fth

e or

gani

satio

n fe

d in

toco

mm

unic

atio

ns f

orw

ard

plan

Feed

into

new

SH

Aca

mpa

igns

dat

abas

e

Bett

er, m

ore

effe

ctiv

e an

def

ficie

nt w

orki

ng a

cros

sdi

scip

les

to p

rovi

de a

bett

er, m

ore

inte

grat

edse

rvic

e to

inte

rnal

colle

ague

s re

sulti

ng in

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Ong

oing

Tim

esca

le

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

unde

rsta

nd t

he r

ole

of t

heco

mm

unic

atio

ns /

grap

hics

and

repr

ogra

phic

sse

rvic

e an

d th

epr

oces

ses

invo

lved

.Th

is w

ill a

lso

incl

ude

som

e ba

sic

tem

plat

es f

or w

ider

usag

e.

Mor

e ef

fect

ive

use

of c

hann

els

Bett

erlin

ks b

etw

een

diff

eren

t ar

eas

ofth

e or

gani

satio

nC

onsi

sten

t ex

tern

alpe

rcep

tion

of N

HS

Kirk

lees

bei

ngpr

esen

ted

Cle

arun

ders

tand

ing

ofth

e ro

les

ofco

mm

unic

atio

ns,

soci

al m

arke

ting

and

PPI.

A u

ser

invo

lvem

ent

grou

p ha

s be

enes

tabl

ishe

d to

prov

ide

a si

ngle

poin

t of

con

tact

for

colle

ague

s ac

ross

Co

-dep

end

enci

es

NH

SKco

mm

unic

atio

nste

am in

conj

unct

ion

with

othe

r N

HS

com

mun

icat

ions

team

s. P

roje

ct /

prog

ram

me

team

lead

ers.

Supp

ort

requ

ired

from

seni

orm

anag

emen

tte

am.

Com

mun

icat

ions

,PP

I, So

cial

Mar

ketin

g,Eq

ualit

y &

Div

ersi

ty, P

atie

ntEx

perie

nce

Pro

gre

ss T

o D

ate

Team

s do

not

enga

ge w

ith t

heco

mm

unic

atio

nste

am a

nd in

clud

eas

par

t of

the

irpl

anni

ng p

r oce

ss.

This

may

be

as a

resu

lt of

unex

pect

edex

tern

al f

acto

rs -

e.g.

sw

ine

fluTi

me

/re

sour

ce c

onst

rain

tsdo

not

allo

w f

orcr

oss

Y&

H w

orki

ngor

do

so in

a li

mite

dan

d le

ss e

ffec

tive

man

ner.

Tim

e co

nstr

aint

s.Po

tent

ial o

fbo

ttle

neck

s be

ing

crea

ted

as w

ork

flow

s th

roug

h th

isgr

oup.

Ris

ksPC

T Le

ad

31


Dev

elop

eff

ectiv

ere

latio

nshi

ps w

ith k

eyst

akeh

olde

rs

Ensu

ring

cons

iste

nt,

effe

ctiv

e sy

stem

of

inte

rnal

com

mun

icat

ions

so

that

sta

ff f

eel

conf

iden

t to

act

as

amba

ssad

ors

for

the

orga

nisa

tion

bett

er s

ervi

ce d

eliv

ery

topa

tient

s.

Act

ivel

y pa

rtic

ipat

e in

the

Hea

lth M

arke

ting

Boar

dac

ross

Kirk

lees

and

wor

kto

agr

eed

actio

ns/c

ampa

igns

Rede

velo

pmen

t of

Tea

mBr

iefin

g Te

am w

ith n

ewpr

oces

s to

be

agre

ed a

ndsi

gned

up

to b

y ev

ery

mem

ber

of t

heSM

TInc

reas

ed s

taff

feed

back

thr

ough

the

esta

blis

hmen

t of

a t

wo

way

dia

logu

e so

tha

t st

aff

feel

the

ir vi

ews

and

opin

ions

are

hea

rd a

ndva

lued

Red

evel

opm

ent

ofIn

tran

et

Ong

oing

Aug

-10

Com

ms/

Publ

icH

ealth

/LA

SMT/

seni

orm

anag

ers/

all s

taff

NH

S K

irkle

es t

oco

ntac

t: t

his

incl

udes

repr

esen

tatio

n fr

omC

omm

unic

atio

ns,

PPI,

Patie

ntEx

perie

nce,

Soc

ial

Mar

ketin

g an

dEq

ualit

y an

dD

iver

sity

.

Dev

elop

men

t of

co-

ordi

nate

dca

mpa

igns

and

cam

paig

n pl

ans

tore

duce

dup

licat

ion

and

use

reso

urce

sm

ore

effe

ctiv

ely

Dev

elop

men

t of

Com

mun

icat

ions

hand

book

inpr

ogre

ss t

o al

low

staf

f to

und

erst

and

bett

er w

hat

the

Com

mun

icat

ions

team

can

off

er,

whe

n th

ey s

houl

dbe

eng

aged

and

incl

usio

n an

d so

me

tool

s an

dte

mpl

ates

.

Com

mun

icat

ions

team

with

resp

onsi

bilit

y of

all s

enio

rm

anag

ers

toen

sure

tha

tte

ams

are

enga

ging

with

the

Com

mun

icat

ions

team

on

are

gula

r ba

sis.

Com

mun

icat

ions

team

. Sup

port

requ

ired

from

seni

orm

anag

emen

tte

am.

Dep

ende

nt o

n tim

ean

d av

aila

bilit

y of

key

stak

ehol

ders

.

Staf

f w

ill p

rodu

ceth

eir

own

com

mun

icat

ions

mat

eria

ls w

ithou

ten

gagi

ng w

ith t

heco

mm

unic

atio

ns o

rgr

aphi

cs t

eam

, so

prod

ucin

g m

ater

ials

that

:- d

o no

tad

here

to

NH

Sbr

and

guid

ance

- do

not

supp

ort

key

NH

S K

irkle

esob

ject

ives

and

com

mun

icat

ions

32

Staf

f ar

e w

ell

info

rmed

,ap

prop

riate

ly t

rain

edan

d eq

uipp

ed t

oco

mm

unic

ate

Nee

d to

dev

elop

man

agem

ent

cultu

reof

com

mun

icat

ions

Nee

d f

or f

ar g

reat

erem

phas

is o

n fa

ce t

ofa

ce c

omm

unic

atio

ns

Mov

e fr

omin

form

atio

n gi

ving

to

com

mun

icat

ing

and

enga

ging

Dev

elop

men

t of

sha

red

com

mun

icat

ions

valu

es: o

pen,

tw

o-w

ay,

clea

r, co

nsis

tent

,

Act

ion

s id

enti

fied

Mod

ules

inco

mm

unic

atio

nspr

ogra

mm

e to

be

prod

uced

and

tra

inin

gev

alua

ted

to e

nsur

e st

aff

feel

sup

port

ed a

nd v

alue

d

Dev

elop

com

mun

icat

ions

com

pete

ncy

of a

ll st

aff

tosu

ppor

t de

liver

ing

ofW

CC

thr

ough

a s

erie

s of

road

sho

ws

and

mas

ter

clas

ses

back

ed b

y us

e of

trai

ning

res

ourc

escu

rren

tly b

eing

dev

elop

edby

the

SH

A in

clud

ing

soci

al m

arke

ting

skill

str

aini

ng, M

A in

Com

ms

Ou

tco

mes

an

d

mea

sur e

sTi

mes

cale

Co

-dep

end

enci

es

Com

mun

icat

ions

team

.

Supp

ort

requ

ired

from

sen

ior

man

agem

ent

team

.

Pro

gre

ss T

o D

ate

mes

sage

s.-

pote

ntia

llydu

plic

ate

orco

nfus

e ex

istin

gco

mm

unic

atio

nsac

tivity

.

With

out

am

anag

emen

tcu

lture

of

com

mun

icat

ions

NH

S K

irkle

es r

isks

its s

taff

fee

ling

dise

ngag

ed w

ithth

e de

cisi

onm

akin

g pr

oces

ses

and

a w

ealth

of

expe

rienc

e, id

eas

Ris

ksPC

T Le

ad

33


Ensu

re in

form

atio

nsu

ch a

s w

orkf

orce

ethn

icity

is u

p to

p da

tean

d av

aila

ble

Ensu

ring

cons

iste

nt,

effe

ctiv

e sy

stem

of

inte

rnal

com

mun

icat

ions

so

that

sta

ff f

eel

conf

iden

t to

act

as

amba

ssad

ors

for

the

orga

nisa

tion

Staf

f ar

e w

ell

info

rmed

,ap

prop

riate

ly t

rain

edan

d eq

uipp

ed t

oco

mm

unic

ate

Mov

e fr

omin

form

atio

n gi

ving

to

com

mun

icat

ing

and

enga

ging

Ensu

res

that

the

pub

lican

d pr

ospe

ctiv

e fu

ture

empl

oyee

s ar

e aw

are

that

NH

S K

irkle

es h

as a

div

erse

and

incl

usiv

e w

orkf

orce

.

Staf

f an

d co

ntra

ctor

s ha

veac

cess

to

the

late

stin

form

atio

n, p

olic

ies,

oper

atin

g pr

oced

ures

allo

win

g th

em t

o ca

rry

out

thei

r du

ties

as e

ffec

tivel

yas

pos

sibl

e.

Staf

f kn

ow w

hat

the

natio

nal v

isio

n fo

r th

e is

and

how

the

PC

Tco

ntrib

utes

to

this

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Dep

enda

nt o

nin

form

atio

n be

ing

avai

labl

e.

Dep

enda

nt o

nin

form

atio

n be

ing

avai

labl

e.

SMT/

seni

orm

anag

ers/

all s

taff

SMT/

seni

orm

anag

ers/

all s

taff

A r

evie

w o

f al

lw

ebsi

te c

onte

nt is

curr

ently

und

erw

ay.

NH

S K

irkle

esIn

tran

et is

cur

rent

lybe

ing

rede

sign

edan

d its

con

tent

revi

ewed

and

upda

ted.

Sep

arat

ese

cure

web

are

asha

ve b

een

set

upfo

r th

e di

ffer

ent

cont

ract

or g

roup

san

d ar

e be

ing

rolle

d ou

t.

All

com

mun

icat

ions

are

relia

nt o

nem

ploy

ees

taki

ngth

e tim

e to

rea

d,di

gest

and

act

upo

nth

e in

form

atio

nth

ey a

re g

iven

.

Dev

elop

men

t of

Com

mun

icat

ions

hand

book

inpr

ogre

ss to

allo

wst

aff t

o un

ders

tand

bett

er w

hat t

heC

omm

unic

atio

nste

am c

an o

ffer

,w

hen

they

sho

uld

been

gage

d an

din

clus

ion

and

som

eto

ols

and

Equa

lity

&di

vers

ity m

anag

er/ co

mm

unic

atio

nste

am

Com

mun

icat

ions

team

with

supp

ort

from

SMT.

Trai

ning

del

iver

edan

d ev

alua

ted

Com

mun

icat

ions

team

with

supp

ort

from

SMT.

All

com

mun

icat

ions

are

relia

nt o

nem

ploy

ees

taki

ngth

e tim

e to

rea

d,di

gest

and

act

upo

nth

e in

form

atio

nth

ey a

re g

iven

.

Com

mun

icat

ions

team

with

sup

port

from

SM

T.

All

com

mun

icat

ions

are

relia

nt o

nem

ploy

ees

taki

ngth

e tim

e to

rea

d,di

gest

and

act

upo

nth

e in

form

atio

nth

ey a

re g

iven

.

34

Use

of

reso

urce

spr

oduc

ed b

y SH

A e

.g.

soci

al m

arke

ting,

MA

in C

omm

unic

atio

nsan

d En

gage

men

t

Act

ion

s id

enti

fied

Dev

elop

sha

red

com

mun

icat

ions

val

ues:

open

, tw

o-w

ay, c

lear

,co

nsis

tent

, int

egra

ted

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Tim

esca

le

SMT/

seni

orm

anag

ers/

all s

taff

tem

plat

es.T

heco

mm

unic

atio

nste

am u

se t

hein

form

atio

nsu

pplie

d by

the

SHA

reg

ular

ly. T

his

is e

ither

sup

plie

ddi

rect

ly t

hrou

gh t

heSH

A In

tran

et s

ite o

rvi

a C

omm

sLin

k. A

mem

ber

of t

heco

mm

unic

atio

nste

am a

tten

ds a

wee

kly

tele

conf

eren

ce w

ithth

e SH

A a

ndC

omm

s le

ads

from

acro

ss t

he Y

orks

hire

& H

umbe

r re

gion

to d

icus

s th

efo

llow

ing

wee

ksev

ents

, act

iviti

es,

natio

nal c

ampa

igns

and

the

DH

med

iadi

ary.

Co

-dep

end

enci

es

Com

mun

icat

ions

team

Pro

gre

ss T

o D

ate

- Ti

me

cons

trai

nts.

Not

alw

ays

poss

ible

to m

eet

in la

rge

grou

ps a

nd w

ork

ascl

osel

y as

we

coul

ddu

e to

dia

ryco

nflic

ts.

- O

rgan

isat

iona

lpr

essu

res

- du

e to

orga

nisa

tions

wan

ting

diff

erin

gem

phas

is o

ndi

ffer

ent

mes

sage

s,it

can

som

etim

es b

edi

ffic

ult

to r

un t

hesa

me

cam

paig

nac

ross

diff

eren

t PC

Tbo

unda

ries

-de

spite

the

cos

tan

d im

pact

bene

fits.

Ris

ksPC

T Le

ad

35


Nee

d to

dev

elop

man

agem

ent

cultu

reof

com

mun

icat

ions

Incr

ease

d co

mm

unic

atio

nsco

mpe

tenc

eFr

om S

ep 0

9SM

T/se

nior

man

ager

s/al

l sta

ffD

evel

opm

ent

ofC

omm

unic

atio

nsha

ndbo

ok in

prog

ress

to

allo

wst

aff

to u

nder

stan

dbe

tter

wha

t th

eC

omm

unic

atio

nste

am c

an o

ffer

,w

hen

they

sho

uld

be e

ngag

ed a

ndin

clus

ion

and

som

eto

ols

and

tem

plat

es.

Com

mun

icat

ions

team

. Sup

port

requ

ired

from

seni

orm

anag

emen

tte

am.

With

out

a tw

o w

ayco

mm

unic

atio

ncu

lture

bet

wee

nm

anag

ers

and

staf

fN

HS

Kirk

lees

ris

ksits

sta

ff f

eelin

gdi

seng

aged

with

the

deci

sion

mak

ing

proc

esse

san

d a

wea

lth o

fex

perie

nce,

idea

s

36

Com

mun

icat

ions

pla

nsde

velo

ped

with

eac

hof

the

HIT

s.

Wor

k be

ing

plan

ned

inot

her

part

s of

the

orga

nisa

tion

fed

into

com

mun

icat

ions

forw

ard

plan

.

Team

s w

orki

ng c

lose

lyto

geth

er t

o m

ake

sure

colle

ague

s ar

e aw

are

of w

hen

and

why

to

invo

lve

diff

eren

tte

ams.

Wor

k ac

ross

Yor

kshi

rean

d H

umbe

r to

avo

iddu

plic

atio

n of

effo

rt/p

rodu

ceec

onom

ies

of s

cale

.

Wor

k be

ing

plan

ned

inot

her

part

s of

the

orga

nisa

tion

fed

into

com

mun

icat

ions

forw

ard

plan

.

Act

ion

s id

enti

fied

Bett

er in

tegr

atio

n of

proj

ect/

prog

ram

me.

com

mun

icat

ions

with

each

oth

er a

nd w

ith t

heov

eral

l str

ateg

ic d

irect

ion.

Mor

e ef

fect

ive

use

ofch

anne

ls.

Bett

er li

nks

betw

een

diff

eren

t ar

eas

ofor

gani

satio

n.

Con

sist

ent

exte

rnal

perc

eptio

n of

NH

SK

irkle

es b

eing

pre

sent

ed.

Cle

ar u

nder

stan

ding

of

the

role

of

com

mun

icat

ions

, soc

ial

mar

ketin

g an

d PP

I.

Dev

elop

join

tco

mm

unic

atio

ns p

lan

tom

axim

ise

oppo

rtun

ities

for

posi

tive

med

iaco

vera

ge

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Ong

oing

Tim

esca

le

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

Part

ner

orga

nisa

tions

Mor

e ef

fect

ive

use

of c

hann

els

Bett

er li

nks

betw

een

diff

eren

tar

eas

of t

heor

gani

satio

n

Con

sist

ent

exte

rnal

perc

eptio

n of

NH

SK

irkle

es b

eing

pres

ente

d

Cle

arun

ders

tand

ing

ofth

e ro

les

ofco

mm

unic

atio

ns,

soci

al m

arke

ting

and

PPI.

A n

umbe

r of

activ

ities

are

in p

lace

to s

uppo

rt th

is:§

Wee

kly

tele

conf

eren

ce w

ithSH

A a

nd Y

&H

com

ms

lead

s to

disc

uss

the

follo

win

gw

eek’

s ac

tiviti

es.§

Mon

thly

Y&

H c

omm

sm

edia

lead

s m

eetin

gw

ith S

HA

to d

iscus

str

ends

in m

edia

Co

-dep

end

enci

es

com

mun

icat

ions

team

inco

njun

ctio

n w

ithot

her

NH

Sco

mm

unic

atio

nste

ams.

Proj

ect

/pr

ogra

mm

e te

amle

ader

s.

Supp

ort

requ

ired

from

sen

ior

man

agem

ent

team

.

Com

mun

icat

ions

team

Pro

gre

ss T

o D

ate

Team

s do

not

enga

ge w

ith t

heco

mm

unic

atio

nste

am a

nd in

clud

eas

par

t of

the

irpl

anni

ng p

roce

ss.

This

may

be

as a

resu

lt of

unex

pect

edex

tern

al f

acto

rs -

e.g.

sw

ine

flu

Tim

e / r

esou

rce

cons

trai

nts

do n

otal

low

for

cro

ss Y

&H

wor

king

or

do s

o in

a lim

ited

and

less

effe

ctiv

e m

anne

r.

- Ti

me

cons

trai

nts.

Not

alw

ays

poss

ible

to m

eet

in la

rge

grou

ps a

nd w

ork

ascl

osel

y as

we

coul

ddu

e to

dia

ryco

nflic

ts.

- O

rgan

isat

iona

lpr

essu

res

- du

e to

orga

nisa

tions

wan

ting

diff

erin

gem

phas

is o

ndi

ffer

ent

mes

sage

s,

Ris

ksPC

T Le

ad

37


repo

rtin

g, b

est

prac

tice

and

othe

riss

ues

spec

ifica

llyre

latin

g to

med

iaac

tivity

.§ R

egul

arm

eetin

g of

com

ms

lead

s ac

ross

Y&

H to

focu

s on

the

regi

onal

appr

oach

to n

atio

nal

DH

cam

paig

ns.

Look

ing

at h

owac

tivity

and

wor

kloa

dca

n be

sha

red

acro

ssth

e re

gion

, wha

tec

onom

ies

of s

cale

can

be a

chie

ved

and

the

mos

t eff

ectiv

eap

proa

ch to

tack

leiss

ues.

Reg

ular

‘pat

ch’ m

eetin

gsw

ith c

omm

s le

ads

from

Cal

derd

ale

PCT,

Wak

efie

ld P

CT,

CH

FT,

MYH

T an

d SW

MH

Tto

look

at

com

mun

icat

ions

activ

ities

acr

oss

the

loca

l hea

lthec

onom

y. R

egul

arjo

int w

orki

ng o

nlo

cal h

ealth

eco

nom

yiss

ues

with

CH

FT a

ndM

YHT.

Clo

se a

ndre

gula

r wor

king

with

Kirk

lees

cou

ncil

ondi

stric

t-w

ide

issue

san

d ar

eas

whe

rese

rvic

es a

re jo

intly

com

miss

ione

d.

it ca

n so

met

imes

be

diff

icul

t to

run

the

sam

e ca

mpa

ign

acro

ss d

iffer

ent

PCT

boun

darie

s -

desp

ite t

he c

ost

and

impa

ctbe

nefit

s.

38

Team

s w

orki

ng c

lose

lyto

geth

er t

o m

ake

sure

colle

ague

s ar

e aw

are

of w

hen

and

why

to

invo

lve

diff

eren

tte

ams.

Dev

elop

men

t of

join

tco

mm

unic

atio

ns p

lans

Act

ion

s id

enti

fied

Bett

er in

tegr

atio

n of

proj

ect/

prog

ram

me.

§co

mm

unic

atio

ns w

ithea

ch o

ther

and

with

the

over

all s

trat

egic

dire

ctio

n.§

Mor

e ef

fect

ive

use

of c

hann

els.

Bett

er li

nks

betw

een

diff

eren

t ar

eas

ofor

gani

satio

n.§

Con

sist

ent

exte

rnal

per

cept

ion

ofN

HS

Kirk

lees

Wor

king

with

par

tner

orga

nisa

tions

to

deve

lop

case

stu

dies

and

sto

ries

abou

t th

e de

liver

y of

prio

ritie

s, f

or e

xam

ple,

stra

tegi

c pa

rtne

rshi

ppr

iorit

ies

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Dec

-09

Tim

esca

le

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

A n

umbe

r of

activ

ities

are

inpl

ace

to s

uppo

rtth

is:

Wee

kly

tele

conf

eren

ce w

ithSH

A a

nd Y

&H

com

ms

lead

s to

disc

uss

the

follo

win

g w

eek’

sac

tiviti

es.

Mon

thly

Y&

Hco

mm

s m

edia

lead

sm

eetin

g w

ith S

HA

to d

iscu

ss t

rend

s in

med

ia r

epor

ting,

best

pra

ctic

e an

d

Mor

e ef

fect

ive

use

of c

hann

elsB

ette

rlin

ks b

etw

een

diff

eren

t ar

eas

ofth

e or

gani

satio

n.C

onsi

sten

t ex

tern

alpe

rcep

tion

of N

HS

Kirk

lees

bei

ngpr

esen

ted.

Cle

arun

ders

tand

ing

ofth

e ro

les

ofco

mm

unic

atio

ns,

soci

al m

arke

ting

and

PPI.

Swin

e flu

join

t Yo

ur G

uide

/A

-Z C

ounc

il se

rvic

esA

dver

se w

eath

erEm

erge

ncy

plan

ning

Co

-dep

end

enci

es

NH

SKco

mm

unic

atio

nste

am in

conj

unct

ion

with

othe

r N

HS

com

mun

icat

ions

team

s. P

roje

ct /

prog

ram

me

team

lead

ers.

Supp

ort

requ

ired

from

seni

orm

anag

emen

tte

am.

Com

mun

icat

ions

team

Pro

gre

ss T

o D

ate

Team

s do

not

enga

ge w

ith t

heco

mm

unic

atio

nste

am a

nd in

clud

eas

par

t of

the

irpl

anni

ng p

roce

ss.

This

may

be

as a

resu

lt of

unex

pect

edex

tern

al f

acto

rs -

e.g.

sw

ine

fluTi

me

/re

sour

ce c

onst

rain

tsdo

not

allo

w f

orcr

oss

Y&

H w

orki

ngor

do

so in

a li

mite

d

- Ti

me

cons

trai

nts.

Not

alw

ays

poss

ible

to m

eet

in la

rge

grou

ps a

nd w

ork

ascl

osel

y as

we

coul

ddu

e to

dia

ryco

nflic

ts.

- O

rgan

isat

iona

lpr

essu

res

- du

e to

orga

nisa

tions

wan

ting

diff

erin

gem

phas

is o

ndi

ffer

ent

mes

sage

s.

Ris

ksPC

T Le

ad

39


Dev

elop

eff

ectiv

ere

latio

nshi

ps w

ith k

eyst

akeh

olde

rs.§

Act

ivel

ypa

rtic

ipat

e in

Hea

lthM

arke

ting

Boar

dac

ross

Kirk

lees

and

wor

k to

agr

eed

cam

paig

ns.§

Joi

ntco

mm

unic

atio

ns w

ithte

ams

in o

ther

NH

Sor

gani

satio

ns.

Mak

e fu

ll us

e of

soc

ial

mar

ketin

g in

telli

genc

eto

bet

ter

plan

and

deve

lop

com

mun

icat

ions

activ

ities

.

Dev

elop

men

t of

co-

ordi

nate

d ca

mpa

igns

.Re

duce

d du

plic

atio

n.M

ore

effe

ctiv

e us

e of

reso

urce

sC

onsi

sten

t m

essa

ges

Mor

e ef

fect

ive

com

mun

icat

ions

ach

ieve

dth

roug

h be

tter

tar

getin

gof

cam

paig

ns t

hrou

gh t

heus

e of

aud

ienc

ese

gmen

tatio

n.

Ong

oing

Ong

oing

Com

ms/

Publ

icH

ealth

/LA

Soci

al m

arke

ting.

Dev

elop

eff

ectiv

ere

latio

nshi

ps w

ithke

y st

akeh

olde

rs.§

Regu

lar

and

activ

epa

rtic

ipan

t of

Hea

lth M

arke

ting

Boar

d.C

olla

bora

ting

onjo

int

Cou

ncil

publ

icat

ion

-K

irkle

es T

oget

her.§

Clo

se w

orki

ngre

latio

nshi

ps w

ithC

HfT

, MY

HT,

SWY

PFT

and

KC

HS.

Man

y ex

ampl

es o

fjo

int

wor

king

with

thes

e or

gani

satio

nsan

d ot

hers

acr

oss

Y&

H e

.g. s

win

e flu

,C

hoos

e W

ell,

Cho

ose

& B

ook

A u

ser

invo

lvem

ent

grou

p ha

s be

enes

tabl

ishe

d to

prov

ide

a si

ngle

poin

t of

con

tact

for

colle

ague

s ac

ross

NH

S K

irkle

es t

oco

ntac

t: t

his

incl

udes

repr

esen

tatio

n fr

omC

omm

unic

atio

ns,

PPI,

Patie

ntEx

perie

nce,

Soc

ial

Mar

ketin

g an

dEq

ualit

y an

dD

iver

sity

.

Com

mun

icat

ions

team

Com

mun

icat

ions

team

Tim

e co

nstr

aint

s.N

ot a

lway

s po

ssib

leto

mee

t in

larg

egr

oups

and

wor

k as

clos

ely

as w

e co

uld

due

to d

iary

conf

licts

.-O

rgan

isat

iona

lpr

essu

res

- du

e to

orga

nisa

tions

wan

ting

diff

erin

gem

phas

is o

ndi

ffer

ent

mes

sage

s,it

can

som

etim

es b

edi

ffic

ult

to r

un t

hesa

me

cam

paig

nac

ross

diff

eren

t PC

Tbo

unda

ries

-de

spite

the

cos

tan

d im

pact

bene

fits.

Tim

e an

d bu

dget

cons

trai

nts.

Whi

lst

cam

paig

ns a

ndm

essa

ges

can

bem

ore

effe

ctiv

ely

targ

eted

usi

ngso

cial

mar

ketin

gin

telli

genc

e, t

his

pote

ntia

lly c

reat

esad

ditio

nal w

ork.

40

Com

ms

/ PPI

/ Pa

tient

Expe

rienc

e / E

&D

/So

cial

Mar

ketin

g bo

ard

Team

s w

orki

ng c

lose

lyto

geth

er t

o en

sure

tha

tin

tern

al c

olle

ague

s ar

eaw

are

of w

hen

and

why

to

invo

lve

diff

eren

t te

ams

Act

ion

s id

enti

fied

Bett

er, m

ore

effe

ctiv

e an

def

ficie

nt w

orki

ng a

cros

sdi

scip

les

to p

rovi

de a

bett

er, m

ore

inte

grat

edse

rvic

e to

inte

rnal

colle

ague

s re

sulti

ng in

bett

er s

ervi

ce d

eliv

ery

topa

tient

s.

Bett

er, m

ore

effe

ctiv

e an

def

ficie

nt w

orki

ng a

cros

sdi

scip

les

to p

rovi

de a

bett

er, m

ore

inte

grat

edse

rvic

e to

inte

rnal

colle

ague

s re

sulti

ng in

bett

er s

ervi

ce d

eliv

ery

topa

tient

s.

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Ong

oing

Tim

esca

le

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

PPI,

Soci

alM

arke

ting,

Pub

licH

ealth

,C

omm

issi

onin

g

A u

ser

invo

lvem

ent

grou

p ha

s be

enes

tabl

ishe

d to

prov

ide

a si

ngle

poin

t of

con

tact

for

colle

ague

s ac

ross

NH

S K

irkle

es t

oco

ntac

t: t

his

incl

udes

repr

esen

tatio

n fr

omC

omm

unic

atio

ns,

PPI,

Patie

ntEx

perie

nce,

Soc

ial

Mar

ketin

g an

dEq

ualit

y an

dD

iver

sity

.

Co

-dep

end

enci

es

Com

mun

icat

ions

,PP

I, So

cial

Mar

ketin

g,Eq

ualit

y &

Div

ersi

ty, P

atie

ntEx

perie

nce

Com

mun

icat

ions

,PP

I, So

cial

Mar

ketin

g,Eq

ualit

y &

Div

ersi

ty, P

atie

ntEx

perie

nce

Pro

gre

ss T

o D

ate

Tim

e co

nstr

aint

s.Po

tent

ial o

fbo

ttle

neck

s be

ing

crea

ted

as w

ork

flow

s th

roug

h th

isgr

oup.

Tim

e co

nstr

aint

s.Po

tent

ial o

fbo

ttle

neck

s be

ing

crea

ted

as w

ork

flow

s th

roug

h th

isgr

oup.

Ris

ksPC

T Le

ad

41


Ap

pen

dix

B

Patie

nt a

nd P

ublic

Invo

lvem

ent

Act

ion

Plan

Dev

elop

a d

atab

ase

toca

ptur

e PP

I act

ivity

acro

ss t

he N

HS

and

LA.

Act

ion

s id

enti

fied

Invo

lve

Dat

abas

e av

aila

ble

on t

he in

tern

et f

or u

se b

ybo

th s

taff

(sha

ring

good

prac

tice,

avo

id d

uplic

atio

nin

invo

lvem

ent

wor

k,re

cord

ing

info

rmat

ion)

and

publ

ic (r

aise

awar

enes

s of

NH

SK's

wor

k, in

crea

sing

oppo

rtun

ities

for

invo

lvem

ent,

see

ing

outc

omes

of

invo

lvem

ent

wor

k).

Mea

sure

- a

udit

info

rmat

ion

Supp

ort

from

SM

T/Bo

ard

to e

nsur

e th

at it

isem

bedd

ed w

ithin

the

orga

nisa

tion.

Ensu

re t

hat

regu

lar

upda

tes

and

chan

ges

toth

e sy

stem

are

inco

rpor

ated

and

info

rmat

ion

with

in t

heda

taba

se a

nd t

echn

ical

aspe

cts

are

kept

up

toda

te.

Ou

tco

mes

an

d

mea

sur e

s

Mar

-10

Mar

-10

onw

ards

Ong

oing

aft

erim

plem

enta

tion

Tim

esca

le

1. D

evel

opm

ent

ofIT

sys

tem

s.2.

Use

of

data

base

by s

taff

.

Prog

ress

and

sche

dule

of

mee

tings

bet

wee

nN

HSK

and

LA

.

Co

-dep

end

enci

es

PPI

Dir

/ AD

Com

ms

and

PR

PPI t

eam

/ IT

/C

omm

s

Pro

gre

ss T

o D

ate

1. D

elay

inpr

ogre

ss/a

gree

men

tof

dat

abas

em

odul

es.

2. S

taff

not

usi

ngth

e da

taba

se t

oup

load

up

to d

ate

info

rmat

ion.

3. N

o or

poo

rlia

ison

with

LA

.

1. P

oor

info

rmat

ion

shar

ing

with

LA

.

Ris

ksPC

T Le

ad

42

Get

ting

Invo

lved

data

base

: Car

ry o

utte

chni

cal

impr

ovem

ents

to

enab

le m

ore

effic

ient

and

targ

ette

d us

e of

data

. En

sure

ong

oing

recr

uitm

ent

and

com

mun

icat

ion

with

part

icip

ants

.

Esta

blis

h a

syst

em t

oca

ptur

e co

mm

ents

and

feed

back

rec

eive

dfr

om t

he p

ublic

.Es

tabl

ish

proc

ess

for

anal

ysin

g an

dad

dres

sing

suc

hco

mm

ents

(e.g

. fro

mco

nsul

tatio

n, p

ublic

mee

tings

, com

men

tsca

rd, G

et in

volv

ed,

shar

e yo

ur v

iew

sle

afle

t)

Act

ion

s id

enti

fied

Syst

em t

o ca

ptur

ein

form

atio

n on

indi

vidu

als

inte

rest

ed in

get

ting

invo

lved

ens

urin

g th

at t

hein

form

atio

n is

gat

here

dan

d st

ored

in a

man

ner

that

max

imis

es t

he u

se o

fth

e da

ta.

Use

of

tool

ssu

ch a

s M

OSA

IC d

atab

ase

to im

prov

e ab

ility

to

targ

et a

ctiv

ities

. M

easu

re-

impr

ovem

ents

to

data

base

car

ried

out;

regu

lar

mai

lout

s to

part

icip

ants

tak

ing

plac

e.

Reco

rdin

g of

the

initi

ativ

esan

d ou

tcom

es in

thi

s ar

eato

be

done

thr

ough

WC

Cac

tion

plan

s fo

r ea

chco

mpe

tenc

y. M

easu

re -

inte

rgra

tion

into

pla

ns

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Jan-

10

Tim

esca

le

Cap

acity

of

Com

mun

icat

ions

/Gra

phic

s Te

am

1. A

vaila

bilit

y an

dsu

ppor

t fr

om H

IS

1.U

sing

Mos

aic

tom

ap p

eopl

e on

the

data

base

to

esta

blis

h ga

ps.

2. N

ewsl

ette

rde

velo

ped.

3. L

eafle

t de

sign

edan

d di

strib

uted

.4.

Wel

com

e pa

cks

for

part

icip

ants

on

Get

ting

Invo

lved

data

base

set

up

and

used

.5.

IT u

pdat

edda

taba

se

Co

-dep

end

enci

es

PPI t

eam

/C

omm

s te

am /

Gra

phic

s / I

T

PPI t

eam

/ IT

/C

omm

s

Pro

gre

ss T

o D

ate

1. T

ime

dela

y

1. S

low

pro

gres

sle

adin

g to

del

ays

inim

plem

entin

g th

is.

2. T

ake

up a

ndre

spon

se f

rom

Dire

ctor

ates

acr

oss

NH

SK.

Ris

ksPC

T Le

ad

43


Cam

per

Van

- at

tend

key

even

ts a

cros

sK

irkle

es d

urin

gSu

mm

er 0

9 ga

inin

gpu

blic

fee

dbac

k on

serv

ices

and

NH

SK.

Repo

rt f

rom

thi

sin

itiat

ive

prod

uced

and

diss

emin

ated

.

Att

end

Man

agem

ent

Boar

d m

eetin

gs a

sor

gani

sed

by t

he L

ocal

Aut

horit

y LI

Nk

lead

and

LIN

k O

pera

tiona

lG

roup

.

Supp

ort

the

LIN

k to

prom

ote

its e

xist

ence

and

wor

k an

den

cour

age

publ

icac

cess

, for

exa

mpl

e vi

aN

HSK

's w

ebsi

te a

ndPP

I tea

m's

pub

licat

ions

for

staf

f an

d th

epu

blic

.

Incr

ease

d aw

aren

ess

ofth

e w

ork

of t

he P

CT

amon

g th

e pu

blic

.M

easu

re -

num

ber

ofin

terv

iew

s he

ld, C

omm

ent

card

s re

ceiv

ed f

ollo

win

gth

e ev

ents

, eva

luat

ion

ofth

e va

lue

of t

his

met

hod.

Supp

ort

the

LIN

k in

its

deve

lopm

ent

and

activ

ities

. M

easu

re -

feed

back

fro

m L

A L

INk

Lead

fol

low

ing

cont

ract

revi

ews

with

Hos

tO

rgan

isat

ion

Jan-

10

Ong

oing

Ong

oing

1. I

nter

est

from

mem

bers

of

the

publ

ic

1. P

artn

erpa

rtic

ipat

ion

in L

INk

rela

ted

mee

tings

.2.

Wor

king

rela

tions

hip

with

the

LIN

k an

d H

ost

orga

nisa

tion.

All

even

ts a

tten

ded.

DV

D p

rodu

ced

and

pres

ente

d to

Tru

stBo

ard.

Writ

ten

repo

rt a

vaila

ble

inJa

nuar

y 20

10.

Dis

trib

utio

n of

LIN

kpr

omot

iona

lm

ater

ial t

oin

tere

sted

par

ties.

LIN

K d

etai

ls n

oted

in P

PI's

docu

men

tatio

nsu

ch a

s To

olki

t an

dle

afle

ts.

Info

rmat

ion

onN

HSK

's w

ebsi

te.

1. W

ebsi

tein

form

atio

n2.

Dis

trib

utio

n of

leaf

lets

3. P

rese

nce

inin

tern

al a

ndex

tern

alpu

blic

atio

ns e

.g.

leaf

lets

and

sta

ffre

sour

ces

4. J

oint

mee

tings

inpl

ace

PPI t

eam

/ Th

eM

ill G

roup

/C

omm

s

PPI t

eam

PPI t

eam

/C

omm

s /

Gra

phic

s

1. L

INk'

s ab

ility

to

add

valu

e to

curr

ent

syst

em.

44

Map

vol

unta

ry a

ndco

mm

unity

orga

nisa

tions

with

inKi

rkle

es to

ena

ble

effe

ctiv

e an

d ta

rget

eden

gage

men

t and

invo

lvem

ent.

Dev

elop

know

ledg

e ba

se o

f all

grou

ps' n

eeds

,ba

ckgr

ound

s an

d in

ter-

grou

p iss

ues

incl

udin

gth

e fo

llow

ing:

a) d

efin

ew

hat o

ur c

omm

uniti

esar

e e.

g. in

tere

st g

roup

sor

com

mun

ities

with

inco

mm

uniti

es, b

)in

corp

orat

e m

ap o

f who

in th

e PC

T en

gage

s w

ithan

y of

the

abov

egr

oups

.

Dev

elop

a p

rogr

amm

eof

att

enda

nce

atvo

lunt

ary

and

com

mun

ity s

ecto

rgr

oups

' mee

tings

.

Act

ion

s id

enti

fied

Dat

abas

e in

pla

ceco

ntai

ning

info

rmat

ion

onlo

cal v

olun

tary

and

com

mun

ity o

rgan

isat

ions

incl

usiv

e of

the

irop

erat

iona

l str

uctu

res,

need

s an

d pr

efer

red

enga

gem

ent

mec

hani

sms

for

each

. Sup

port

thi

sw

ith in

form

atio

n on

curr

ent

and

deve

lopi

ngre

latio

nshi

ps b

etw

een

the

orga

nisa

tions

and

var

ious

PCT

team

s. E

nabl

e a

deta

iled

unde

rsta

ndin

g of

the

vario

us c

omm

uniti

esan

d in

tere

st g

roup

sop

erat

ing

with

in t

he P

CT

area

. Mea

sure

- d

atab

ase

in p

lace

A ro

lling

pro

gram

me

ofgr

oups

and

the

ir m

eetin

gsto

be

deve

lope

d w

ith a

imof

hig

hlig

htin

gop

port

uniti

es f

orin

volv

emen

t an

d ca

ptur

ing

info

rmat

ion

from

indi

vidu

algr

oups

on

invo

lvem

ent

oppo

rtun

ities

and

hea

lthse

rvic

es in

gen

eral

. Sy

stem

in p

lace

to

follo

w u

pqu

erie

s an

d pr

ovid

efe

edba

ck t

o gr

oups

.M

easu

re -

pro

gram

me

set

up a

nd m

eetin

gs a

tten

ded

Ou

tco

mes

an

d

mea

sure

s

Mar

-10

Ong

oing

aft

erim

plem

enta

tion

Tim

esca

le

1. P

rogr

ess

mad

eby

VA

K a

s pe

rag

reed

act

ion

plan

1. D

eman

d fr

oman

d av

aila

bilit

y of

grou

ps t

o vi

sit.

1. C

ontr

act

with

VAK

in p

lace

2.

Mon

itorin

g of

cont

ract

tak

ing

plac

e

1. M

ailo

ut d

one

2. A

tten

ded

mee

tings

at

requ

est

of v

olun

tary

orga

nisa

tions

Co

-dep

end

enci

es

VAK

and

PPI

PPI t

eam

Pro

gre

ss T

o D

ate

1. S

low

pro

gres

sle

adin

g to

inco

mpl

ete

data

base

and

/or

not

up t

o da

tein

form

atio

n

1. L

ow in

ter e

st in

NH

SK p

artic

ipat

ion

at m

eetin

gs.

2. C

apac

ity o

f PP

ITe

am

Ris

ksPC

T Le

ad

45


Wor

k w

ith m

embe

rs o

fth

e co

mm

issi

onin

gte

ams

to m

ake

sure

PPI

activ

ity is

inte

gral

to

the

com

mis

sion

ing

ofse

rvic

es.

Und

erta

ke a

llne

cess

ary

activ

ities

as

and

whe

n ne

wpr

opos

als

aris

e to

info

rm t

heco

mm

issi

onin

gpr

oces

s.

Feed

ing

back

suc

hvi

ews

to in

form

the

com

mis

sion

ing

proc

ess

Dev

elop

a p

lan

ofac

tiviti

es t

o su

ppor

tth

e w

ork

of H

ealth

Impr

ovem

ent

Team

san

d em

bedd

ing

PPI

with

in t

his.

Coo

rdin

ate

this

with

Com

mun

icat

ions

and

Soci

al M

arke

ting.

PPI a

ctiv

ity is

an

inte

gral

part

of

the

com

mis

sion

ing

proc

ess.

Mea

sure

- P

PIin

clud

ed in

all

com

mis

sion

ing

plan

s

Ong

oing

Ong

oing

Ong

oing

1. L

iais

on b

etw

een

Dire

ctor

ates

HIT

tea

ms

1. H

ip2.

Pai

n3.

Str

oke

4. D

iabe

tes

5. In

term

edia

teC

are

6. W

OC

BA7.

Dru

gs8.

Alc

ohol

9. O

besi

ty10

. Tob

acco

11. A

DH

D12

. LTC

s

13. D

erm

atol

ogy

14. R

espi

rato

ry

15. C

HD

Invo

lvem

ent

with

Pain

, Str

oke,

Inte

rmed

iate

Car

e,D

iabe

tes

and

AD

HD

HIT

s

PPI t

eam

/C

omm

issi

onin

g

PPI t

eam

PPI t

eam

/C

omm

s / H

ITs

/SM

1. L

ow/la

tein

volv

emen

t of

the

team

in w

ork

area

s.

1. C

apac

ity o

f PP

Ite

am

2. C

onsi

sten

ce in

invo

lvin

g PP

I tea

mac

ross

var

ious

HIT

s

46

Set

up a

n in

tern

alw

orki

ng g

roup

to

supp

ort

the

wor

k of

the

HIT

s. G

roup

to

incl

ude

reps

fro

m P

PI,

Com

mun

icat

ions

,Eq

ualit

y &

Div

ersi

ty,

Soci

al M

arke

ting

and

Patie

nt E

xper

ienc

e.

Dev

elop

info

rmat

ion

sess

ions

for

PBC

cons

ortia

aro

und

patie

nt a

nd p

ublic

invo

lvem

ent

Act

ion

s id

enti

fied

PPI e

mbe

dded

with

in a

llH

IT p

lans

.

Co-

ordi

nate

d an

dco

nsis

tent

app

roac

h in

the

advi

ce p

rovi

ded

to H

ITle

ads.

PBC

con

sort

ia r

ecei

ved

trai

ning

and

sup

port

.H

ighe

r pr

opor

tion

ofpr

actic

es r

epor

t en

gagi

ngw

ith t

heir

patie

nts

for

PBC

purp

oses

.

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Mar

-10

onw

ards

Tim

esca

le

HIT

tea

ms

1. P

BC M

anag

ers

2. P

BC c

onso

rtia

Firs

t m

eetin

g he

ldan

d TO

R ag

reed

.

Mtg

hel

d w

ith P

BCM

anag

er (P

PI L

ead)

Co

-dep

end

enci

es

PPI T

eam

/C

omm

unic

atio

ns/ E

qual

ity a

ndD

iver

sity

/ So

cial

Mar

ketin

g /

Patie

ntEx

perie

nce

PPI T

eam

/ PB

CM

anag

er (P

PILe

ad)

Pro

gre

ss T

o D

ate

1. L

ack

of c

apac

ityfr

om H

IT le

ads

1. L

ack

of in

tere

stin

ses

sion

s an

din

tegr

atio

n of

PPI

with

in p

lans

.2.

Con

tinui

ng lo

wre

sults

for

PBC

inth

is a

rea.

Ris

ksPC

T Le

ad

47


Con

side

r ho

w P

PIpr

ovid

e su

ppor

t to

KC

HS

to e

nabl

e th

emto

com

mun

icat

e w

ithpa

tient

s an

d pu

blic

.

Lead

ing

on a

ll fo

rmal

cons

ulta

tion

proc

esse

sto

ens

ure

the

PCT'

sco

mpl

ianc

e w

ith d

utie

sun

der

Sect

ion

242

Wor

k w

ith t

heC

ontr

actin

g te

am t

ode

velo

p an

app

ropr

iate

appr

oach

to

embe

d PP

Ias

pect

s in

cont

ract

s/se

rvic

esp

ecifi

catio

ns.

Syst

em in

pla

ce t

o en

sure

any

issu

es r

aise

d by

mem

bers

of

the

publ

ic t

ost

aff

are

addr

esse

d an

dse

rvic

e im

prov

emen

ts a

rem

ade.

Mea

sure

- q

uart

erly

repo

rts

prod

uced

and

subm

itted

to

Com

mun

icat

ions

and

PR

sub-

com

mitt

ee.

Effe

ctiv

e co

nduc

t of

all

form

al c

onsu

ltatio

nsw

hich

are

car

ried

out

follo

win

g na

tiona

lgu

idan

ce o

r lo

cal n

eeds

.M

easu

res

- pr

oces

sfo

llow

ed a

ccor

ding

to

guid

ance

; mea

surin

g ho

wef

fect

ive

proc

esse

s w

ere

(how

man

y re

spon

ses

rece

ived

, wer

e an

ype

titio

ns r

ecei

ved,

how

did

the

orga

nisa

tion

fed

back

, pub

lic r

eact

ion,

serv

ice

outc

omes

)

PPI r

equi

rem

ents

embe

dded

in c

ontr

acts

.

Oct

-09

Ong

oing

Ong

oing

onc

eim

plem

ente

d

1. K

CH

S an

d LA

1. N

atio

nal a

ndlo

cal c

onsu

ltatio

nsar

isin

g.

1. C

ontr

act

Mon

itorin

g an

dQ

ualit

y Bo

ard

Att

endi

ng D

uty

toIn

volv

e m

eetin

gsle

d on

by

LA

Invo

lved

in M

YSS

,H

VM

H a

nd N

HS

Con

stitu

tion

cons

ulta

tions

.

Vic

toria

Med

ical

Cen

tre

PPI t

eam

/G

raph

ics

PPI T

eam

PPI t

eam

/C

ontr

actin

g

1. L

ack

of in

tere

stfr

om L

A a

nd K

CH

S.2.

Lac

k of

part

icip

atio

n fr

omm

embe

rs o

f pu

blic

3.

Low

sta

ffaw

aren

ess

of t

his

reso

urce

and

the

proc

ess

of d

ealin

gw

ith c

omm

ents

.

1. C

apac

ity o

f PP

Ite

am

48

Revi

ew le

afle

ts a

ndpu

blic

atio

ns d

evel

oped

by t

he o

rgan

isat

ion

thro

ugh

the

Read

ers'

Pane

l. In

crea

se t

hepr

opor

tion

of n

ew a

nded

ited

publ

icat

ions

prod

uced

by

the

orga

nisa

tion

that

hav

ebe

en a

ppro

ved

by t

heRe

ader

's P

anel

.C

ontin

ue w

ithqu

arte

rly m

eetin

gs o

fth

e gr

oup.

Con

side

rde

velo

pmen

t of

a lo

goto

be

used

for

all

publ

icat

ions

tha

t ha

vebe

en c

onsi

dere

d by

the

RP a

nd li

aise

with

Loc

alA

utho

rity

on it

sap

plic

atio

n.

Wor

k w

ithH

udde

rsfie

ldU

nive

rsity

, CH

FT, N

HS

Wak

efie

ld a

nd N

HS

Cal

derd

ale

to d

evel

opin

duct

ion

DV

D a

ndac

cred

ited

trai

ning

prog

ram

me.

Act

ion

s id

enti

fied

Mai

ntai

n th

e ut

ilisa

tion

ofth

e Re

ader

s' P

anel

by

the

orga

nisa

tion.

Trai

ning

pro

gram

me

for

staf

f in

pla

ce.

Ou

tco

mes

an

d

mea

sur e

s

Ong

oing

Jan-

10 t

rain

ing

DV

DSe

p-10

Acc

redi

ted

trai

ning

Tim

esca

le

1. P

artic

ipat

ion

from

cur

rent

mem

bers

2.

Pro

mot

ion

lead

ing

toin

crea

sed

mem

bers

hip

1. D

eman

d fr

omst

aff

2. D

evel

opm

ent

ofac

adem

ic c

ours

e vi

ath

e U

nive

rsity

.3.

Fin

anci

alca

pabi

litie

s.

Join

t qu

arte

rlym

eetin

gs h

eld.

1. R

egul

ar m

eetin

gsta

king

pla

ce.

2. T

rain

ing

DV

Dde

velo

ped

incl

udin

g in

terv

iew

sw

ith m

embe

rs o

fth

e pu

blic

and

sta

ff

Co

-dep

end

enci

es

PPI t

eam

PPI t

eam

/ N

HS

Cal

derd

ale

/C

HFT

/ NH

SW

akef

ield

/U

nive

rsity

of

Hud

ders

field

Pro

gre

ss T

o D

ate

1. S

taff

not

util

izin

gth

e gr

oup

asin

tend

ed.

1. L

ow u

ptak

e fr

omm

embe

rs o

f st

aff.

Ris

ksPC

T Le

ad

49


Att

end

team

mee

tings

to r

aise

aw

aren

ess

ofPP

I and

the

tea

m.

Wor

k w

ith K

CH

S to

look

at

how

thi

s ca

nbe

dev

elop

ed w

ithth

em.

Con

tinue

inpr

omot

iona

l act

iviti

esto

incr

ease

aw

aren

ess

of t

he P

atie

nt A

dvic

ean

d Li

aiso

n Se

rvic

e(P

ALS

).

PALS

- d

evel

op li

nks

with

com

mun

itygr

oups

and

vol

unta

ryor

gani

satio

ns,

incr

easi

ng a

war

enes

sof

the

ser

vice

,ga

ther

ing

info

rmat

ion

on in

divi

dual

gro

ups

asw

ell a

s fe

edba

ck o

nse

rvic

es.

Staf

f pr

ovid

ed w

ithin

form

atio

n an

d su

ppor

tto

eff

ectiv

ely

unde

rtak

ePP

I act

iviti

es

Incr

ease

d pu

blic

and

sta

ffaw

aren

ess

of t

he s

ervi

ce.

Mea

sure

- Q

uart

erly

repo

rts

Rolli

ng p

rogr

amm

e of

even

ts in

pla

ce g

ener

atin

gfe

edba

ck f

rom

the

sec

tor.

PALS

que

ries

resp

onde

d to

acco

rdin

g to

PA

LSpr

otoc

ol.

Gen

eral

feed

back

inpu

tted

ont

oFe

edba

ck D

atab

ase

and

actio

ns r

ecor

ded.

Feed

back

to

grou

ps/in

divi

dual

s gi

ven.

Mea

sure

- p

rogr

amm

e of

mee

tings

in p

lace

; que

ries

and

conc

erns

res

pond

edto

and

rec

orde

dm

onito

ring

any

tren

ds

Ong

oing

Ong

oing

Ong

oing

1. P

rom

otio

n

2. S

taff

part

icip

atio

n

Staf

f ca

paci

ty

1. S

taff

cap

acity

2.

Upt

ake

from

VC

S gr

oups

1.PP

I too

lkit

toas

sist

sta

ff w

ithco

nduc

ting

PPI

activ

ities

dev

elop

edan

d la

unch

edth

roug

h se

ries

ofro

adsh

ows.

2. P

PI t

eam

leaf

let

prod

uced

to

prom

ote

the

team

and

its r

ole.

3. S

ever

al in

tern

alm

eetin

gs a

tten

ded.

Mai

lout

don

e

1.M

ailo

ut d

one

2. P

ALS

que

ries

resp

onde

d as

per

prot

ocol

and

reco

rded

on

Dat

ix

PPI t

eam

/C

omm

s /

Gra

phic

s

PALS

/ PP

I tea

m /

Gra

phic

s

PALS

1. L

ow u

ptak

e fr

omm

embe

rs o

f st

aff.

1. F

eedb

ack

data

base

not

deve

lope

d

50

PALS

- m

onito

r an

dev

alua

te t

he s

ervi

ce t

oga

ther

use

r fe

edba

ckan

d ai

d se

rvic

eim

prov

emen

t

Reco

rdin

g sy

stem

impr

oved

to

capt

ure

serv

ice

impr

ovem

ents

iden

tifie

d vi

a PA

LS

Coo

pera

tion

betw

een

PALS

and

com

plai

nts

taki

ng in

toco

nsid

erat

ion

any

new

and

emer

ging

tre

nds.

Util

ise

Patie

nt O

pini

on(in

tern

et b

ased

sys

tem

for

capt

urin

gin

depe

nden

t fe

edba

ckon

ser

vice

s -

from

patie

nts,

rel

ativ

es,

care

rs a

nd s

taff

)

Act

ion

s id

enti

fied

Eval

uatio

n of

ser

vice

don

eac

cord

ing

to r

esul

ts.

Prot

ocol

fol

low

ed b

y st

aff.

Mon

itor

serv

ice

impr

ovem

ents

mad

e as

are

sult

of P

ALS

que

ries.

Mea

sure

- Q

uart

erly

PA

LSre

port

s

Proc

ess

agre

ed a

nd g

ood

prac

tice

shar

ed t

o en

sure

smoo

th t

rans

fer

of c

ases

whe

re a

pplic

able

.

Patie

nt O

pini

on b

eing

used

by

the

publ

ic a

ndN

HS

Kirk

lees

are

usi

ng t

hefe

edba

ck t

o de

velo

pse

rvic

es. C

oope

ratio

n w

ithC

HFT

and

Mid

Yor

kshi

reH

ospi

tals

Tru

st in

resp

ondi

ng t

o po

stin

gs.

Com

men

ts r

ecei

ved

via

the

PO t

o be

cap

ture

d in

Feed

back

Dat

abas

e to

mon

itor

tren

ds a

nd in

form

com

mis

sion

ing

of s

ervi

ces.

Mea

sure

- Q

uart

erly

PA

LSre

port

s in

corp

orat

ing

POda

ta

Ou

tco

mes

an

d

mea

sur e

s

Sep-

09

Ong

oing

Ong

oing

Sep-

09

Tim

esca

le

Cur

rent

sys

tem

to

be r

evie

wed

Dev

elop

men

t of

Dat

ix in

line

with

need

s of

oth

erte

ams.

1. S

taff

cap

acity

2.

New

and

emer

ging

gui

danc

e

1. P

rom

otio

n an

dst

aff

usag

e of

the

syst

em

Mon

thly

sur

veys

on

hold

Com

plai

nts

Off

icer

pres

ent

at P

PI/P

ALS

team

mee

tings

1.C

ontr

act

with

PO

exte

nded

2. In

itial

pro

toco

lfo

r de

alin

g w

ithpo

stin

gses

tabl

ishe

d3.

Lia

isin

g w

ithot

her

trus

tsre

gard

ing

post

ings

Co

-dep

end

enci

es

PALS

/ PP

I /C

omm

s an

d PR

Gro

up

PALS

/ PP

I

PALS

/ PP

I /C

ompl

aint

s / R

isk

/ FO

I

PALS

/C

ompl

aint

s

PALS

/ PP

I

Pro

gre

ss T

o D

ate

1. L

ow f

eedb

ack

not

r epr

esen

tativ

eof

use

rs' e

xper

ienc

eof

the

ser

vice

1. S

yste

m n

ot s

etup

to

iden

tify

and

mon

itor

serv

ice

impr

ovem

ents

.

1. L

ow u

sage

of

the

syst

em f

rom

the

publ

ic

Ris

ksPC

T Le

ad

51


Mar

ketin

g of

PO

Ensu

re t

rain

ing

ispr

ovid

ed f

or s

taff

and

inde

pend

ent

cont

ract

ors

whe

nid

entif

ied

as a

nee

d.

Eval

uatio

n to

be

carr

ied

out

at t

he e

ndof

the

cur

rent

con

trac

tin

201

0.

Revi

ew a

nd u

pdat

ecu

rren

t Eq

ualit

y Im

pact

Ass

essm

ent

Tool

kit

Dev

elop

and

del

iver

Equa

lity

Impa

ctTr

aini

ng t

o le

adm

anag

ers.

Dev

elop

and

pub

lish

timet

able

for

Equ

ality

Impa

ct A

sses

smen

tsfo

r th

e ne

xt 3

yea

rs.

Equa

lity

Impa

ctA

sses

smen

ts b

ecom

ein

tegr

al t

o th

e w

ork

ofN

HSK

. EQ

IA F

ram

ewor

k is

lega

lly c

ompl

aint

.

Staf

f pr

ovid

ed w

ithin

form

atio

n an

d su

ppor

tto

eff

ectiv

ely

unde

rtak

eEq

ualit

y Im

pact

Ass

essm

ents

.

Ava

ilabl

e on

the

inte

rnet

and

help

tow

ards

lega

lco

mpl

ianc

e.

Ong

oing

Ong

oing

Jul-1

0

Feb-

10

Apr

-10

Apr

-10

1. P

PI T

eam

2.

Par

tner

ship

with

othe

r Tr

usts

1. L

ead

offic

ers

acro

ss N

HSK

2.

Equ

ality

&D

iver

sity

Ste

erin

gG

roup

Con

duct

ed a

n au

dit

of o

ther

Tru

sts.

Tem

plat

edi

strib

uted

and

com

plet

ed f

orm

sbe

ing

retu

rned

.

PPI /

Com

ms

PPI

PPI

Equa

lity

&D

iver

sity

Man

ager

Equa

lity

&D

iver

sity

Man

ager

Equa

lity

&D

iver

sity

Man

ager

1. C

apac

ity o

f E&

DM

anag

er

1. C

apac

ity o

f PP

ITe

am a

nd E

&D

Man

ager

2.

Lac

k of

fin

anci

alre

sour

ces

1. L

ead

man

ager

sfa

iling

to

com

plet

ean

d re

turn

tem

plat

es

2. C

apac

ity o

f E&

DM

anag

er

52

Upd

ate

curr

ent

Sing

leEq

ualit

y Sc

hem

e an

dpu

blis

h

Act

ion

s id

enti

fied

Ensu

res

NH

SK m

eets

lega

ldu

ties.

Out

com

e -

publ

ishe

d on

inte

rnet

Ou

tco

mes

an

d

mea

sur e

s

Sep-

10

Tim

esca

le

1. P

PI T

eam

2.

VA

K

3. E

qual

ity a

ndD

iver

sity

Ste

erin

gG

roup

Co

-dep

end

enci

es

Equa

lity

&D

iver

sity

Man

ager

Pro

gre

ss T

o D

ate

1. N

on c

ompl

ianc

ew

ith le

gal d

utie

s 2.

Neg

ativ

epu

blic

ity

3. P

ossi

ble

issu

e od

com

plia

nce

notic

eor

pr o

secu

tion

byEq

ualit

y &

Hum

anRi

ghts

Com

mis

sion

.4.

Neg

ativ

e im

pact

on e

xter

nal

asse

ssm

ents

. 5.

Cap

acity

of

PPI

Team

and

E&

DM

anag

er

Ris

ksPC

T Le

ad

53


Further information about the PCT can be found on the PCT’s website

(www.kirklees.nhs.uk) or by contacting the PCT at:

Kirklees Primary Care TrustBroad Lea House,

Bradley Business ParkDyson Wood Way

BradleyHuddersfield

HD2 1GZ

Tel: 01484 464000

Document

Documents

Transcript of Document