Communications and Engagement Strategy

Clinically Led, Quality Driven

Communications and Engagement Strategy 3 Communication and Engagement Strategy Contents

1. Executive Summary 4 2. Background 5 3. Duty to Engage 8 4. Principles of Good Practice 10 5. Conclusion of our Situational Analysis 12 6. Engaging with Stakeholders 13 7. Key Messages 30 8. Positioning 32 9. Branding 33 10. Emergency Planning and Business Continuity 34 11. Risks 35 12. Roles and Responsibilities 36 13. Equality 37 14. Monitoring and Evaluation 38 15. Communications and Engagement Plan 39

Appendices A-H Appendix A: Stakeholder Analysis 44 Appendix B: PEST Analysis 46 Appendix C: Competitor Analysis 51 Appendix D: Mosaic Profiling 52 Appendix E: Measuring Our Effectiveness 55 Appendix F: Media Handling Protocol 57 Appendix G: Summary of Stakeholder Event September 2012 59 Appendix H: How Patient Insight and Engagement Informs 61 Decision-Making

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1. Executive Summary

1.1 This Communications and Engagement Strategy sets out how South East Staffordshire and Seisdon Peninsula Clinical Commissioning Group (CCG) is and will in the future engage and communicate at all levels with its stakeholders.

The Strategy sets a framework for current and intended communications and engagement that will support and achieve five key aims developed by the CCG, which are to:

• Ensure that for all those involved in the work of the CCG that they buy into the principle of a ‘quality led organisation’

• Understand the profile of the local population, external influencers and stakeholders including disadvantaged groups, which will be used to shape our commissioning intentions and support our planned and proactive communications

• Put patients, carers and the public at the heart of the CCG by effectively engaging and involving them in our commissioning activities and reflecting their experiences and insight in our commissioning cycle and decision-making processes

• Raise awareness of the existence of the CCG amongst patients and the general public and establish a positive reputation for the CCG as the local leader of the NHS, fostering effective relationships and a culture of two-way communications with all stakeholder groups, particularly communicating ways in which interested members of the general public can become involved in informing commissioning decisions

• Ensure that GP members, staff and other internal stakeholders feel part of the CCG and drive the agenda of the organisation and are well informed, engaged and motivated and are committed to the CCG’s vision and priorities

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2. Background 2.1 This Strategy provides a framework for improving the communication and engagement activities required to support the delivery of the CCG’s mission, and priorities.

South East Staffordshire and Seisdon Peinsula CCG is formed of two separate localities which were originally two separate CCGs (South East Staffordshire CCG and Seisdon Peinsula CCG). The two merged in April 2012 and commissions services on behalf of a total population of approximately 210,000 patients. The CCG is located within three council boundaries which are South Staffordshire Council, Tamworth Borough Council and Lichfield District Council.

Using the Rural and Urban Area Classification 2004, 39% of South Staffordshire’s and 29% of Lichfield’s population is classified as urban, whilst all of the Tamworth population live in an urban area.

The CCG is structured into two localities – South East Staffordshire (including Tamworth, Lichfield and Burntwood) which has 150,000 patients and 24 GP practices; Seisdon Peninsula (including Wombourne, Codsall, Perton and Kinver) has a population of 50,000 and 9 GP practices.

The main acute hospitals which provide services to the South East Staffordshire population are Heart of England Foundation Trust in Birmingham and Queens Hospital in Burton upon Trent. Whilst in the Seisdon Peninsula the main acute hospitals which provide services are Wolverhampton Hospitals NHS Trust and Dudley Group of Hospitals.

Other providers which cover both localities are South Staffordshire and Shropshire Foundation NHS Trust (Mental Health) and Staffordshire and Stoke-on-Trent Partnership NHS Trust (community health and social care services).

Whilst our two localities do not share geographical borders, we opted to create one large CCG as the two localities shared an ethos of quality – a unique holistic understanding that member practices have of their patients’ needs which can be brought together to help shape the design of services in ways that enhance quality, improve outcomes and promote the most effective use of NHS resources. Our two localities also share the same commissioning geography and we have a desire to function as one body.

2.2 Our mission

“We are a clinically led, quality driven needs focussed organisation. Working in partnership to reduce inequalities to transform and improve local healthcare within the available resources”

2.3 Our vision “Improve the health and wellbeing of our population by commissioning high quality services”

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2.4 The things that define our CCG

• Our local health needs • Our approach to quality • Our financial challenge • Our vision and priorities

2.5 Principles

We will follow the seven principles of Public Life (Nolan Principles): Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty and Leadership.

2.6 Health Challenges

We understand the health challenges that our patients and population face and the marked inequalities that exist between our communities, which we have highlighted in Appendix B.

The most significant challenge for our CCG area is that overall our population is expected to grow between now and 2035 by 14% in Tamworth, 7% in South Staffordshire and 18% in Lichfield, and specifically we will experience growth in people aged 65 and over and in particular those aged 75 and over (65 and over: 91% Tamworth; 65% South Staffordshire and 74% Lichfield. 75 and over: 145% Tamworth; 112% South Staffordshire and 128% Lichfield).

With this ageing population our CCG population is predicted to see an increase in the numbers of long-term conditions. This will place an increased burden on future health and social care resources in our area.

These challenges have therefore defined our five CCG priorities:-

2.7 Our priorities

• Frail older people • People with long-term conditions • Quality

With our two enablers as: • Working in Partnership • ‘Getting the basics right’

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2.8 CCG Structure

Our CCG comprises of 33 member GP practices with a mixture of small and multi-partner practices. This in itself can create particular challenges and therefore it is essential that we develop robust internal systems of communications and engagement.

The organisation has grown and now employs approximately 25 people, in addition there are a number of Commissioning Support staff who work closely with the CCG, but are not directly employed by us. The CCG is currently reviewing clinical leadership, to bring more GPs into managerial roles. To support partnership working the CCG has collaborative commissioning arrangements across the whole of what was the former South Staffordshire Primary Care Trust area (East Staffordshire, Stafford and Surrounds and Cannock Chase).

Organisationally, the CCG will operate at three levels:

Level one Individual member practices

Level two locality groups formed of ‘leaders’ from each practice

Level three Governing Body which includes the Chair, an Accountable Officer, a Chief Finance Officer, one registered nurse, one secondary specialist doctor and at least two lay people, one with a chief role in championing patient and public engagement.

The diagram below describes the accountability of practices to the CCG. Detail of accountability, together with roles and responsibilities of member practices is documented throughout the constitution.

Member Practices

ting e

tion ability eam Me Governing Body a T nt t n

Overall accountability and assurance orm ou f c n

I Ac eme Decision Making g Locality Committees Mana Decision-making and delegated authority

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3. Duty to Engage

3.1 Section 242 of the NHS Act 2006 requires NHS organisations to have arrangements in place to involve users, carers and families in the planning, development, delivery and operation of services.

Section 234 of the Local Government and Public Involvement in Health Act (2007) places an additional responsibility on commissioners to report on consultations planned or carried out before commissioning decisions are made and also evidence what influence any feedback from consultations has had on those decisions.

The model of engagement that we have adopted has been designed around this responsibility; to not only involve its population in commissioning deliberations, but also to evidence tangible change and improvements as a result. In this way we believe that health services will be tailored more to need, with the local population having a greater understanding of the challenges we face.

The Equality Delivery System operational tool is helping us to deliver our legal duty under the Equality Act 2010. Working through the goals identified with staff, patients and partners we will ensure that we not only deliver and act on the outcomes required, but that we fully appreciate the impact our actions have on people’s lives.

The NHS Constitution sets out rights to which patients, public and staff are entitled, and pledges which the NHS is committed to achieve, together with responsibilities which the public, patients and staff owe to one another to ensure that the NHS operates fairly and effectively.

All NHS bodies and private and third sector providers supplying NHS services are required by law to take account of this Constitution in their decisions and actions.

In detail, the NHS Constitution pledges that:

• access is based on clinical need and not ability to pay • the NHS aspires to the highest quality of care, which is safe, effective and focused on patient experience • patients have a right to receive nationally approved treatments, drugs and screening programmes • patients will be treated with dignity and respect in accordance with Human Rights • patients have the right to make choices about NHS care and to information to support these choices • patients, together with their carers and families are involved in and consulted on all decisions about their care and treatment • patients have the right to have any complaint about NHS services dealt with efficiently and to have it properly investigated

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The NHS Constitution recognises that patients also have responsibilities when using health services. We will play our part in encouraging patients to fulfil their role when using health services, alongside their own.

This strategy aims to support us in meeting our legal obligations by fostering a culture of effective communications and engagement both internally with our staff, member practices and also with external stakeholders, including patients and the public.

It seeks to embed patient and public engagement at every stage of the commissioning cycle by involving people in the identity of local needs and priorities, in the design and procurement of local services and in the monitoring and improvement of local services for the future.

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4. Principles of Good Practice

4.1 We recognise that for communications and engagement to be truly effective, we need to take a co-ordinated, organisation-wide approach that reflects the mission, culture and ethos of our CCG. In turn, this will help to influence the actions of our organisation and the behaviours of our staff and member practices.

Our establishment is an opportunity for us to create a new way of commissioning healthcare in the South East Staffordshire and Seisdon Peninsula areas. For this to work effectively we will need all our member practices to be engaged and participating in the running of the organisation.

Currently local patients and the public generally have a limited understanding of what we do, who we are and how we function. There is a need to educate them, both to counteract any negative publicity and to provide assurances that the new NHS landscape will be effective.

We need to understand the communication needs and preferences of our stakeholders and to tailor channels and messages accordingly. This will be particularly important in supporting us to educate patients to empower self-care and to achieve our priorities of supporting frail older people and patients with long-term conditions.

All communications must be targeted and appropriate as well as being open and honest and responsive to the needs of our whole community. In developing our communication channels we have been conscious of our need to engage effectively with the different communities and groups of people within our population including the nine protected groups covered by the Equality Act as well as vulnerable or marginalised groups. The CCG is currently working closely with Public Health to develop profile information on the prevalence of the nine protected groups within the area, and will act upon this information.

Although our two key target audiences are frail older people and people with long term conditions, we need to be mindful of developing communications that will also enable us to engage effectively with the young as well as the old due to the fact that our growing population will see an increase in the number of children particularly in Tamworth and Lichfield.

The following principles are based on good practice and should form the basis of enhancing and strengthening all of our communications and engagement activity. To successfully deliver this strategy we will:

• Ensure that staff, GPs and member practices are well informed and engaged in the day-to- day running of the CCG by developing and promoting a two-way flow of information • Support behaviour change in order to improve health, particularly for people with Long Term Conditions and frail older people • Be planned, proactive and consistent in all communications and engagement activities • Provide opportunities for the local community to engage and communicate their views and opinions stimulating a partnership culture

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• Enable patients and the public to contribute to decision making at all points of the commissioning cycle • Raise the profile of the CCG and awareness of its role and responsibilities • Establish a positive reputation with all stakeholders based on credibility and trust • Recognise that credibility is earned by responsible, honest and timely communication • Support joint working relations with key partners and opinion formers to ensure a coordinated approach to everything we do • Ensure that through all communications and engagement we are promoting equality of opportunity across all groups and are sensitive to age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief (including lack of belief), sex and sexual orientation • Be open to innovation and creativity in all communications and engagement activities • Recognise the potential limitations of our communications i.e. learning disabilities, visual impairment, access to technology and wherever possible identify alternatives • Ensure that the right message reaches the right people, in the right format, at the right time

These principles are in line with and should support our characteristics and the foundations of all communications and engagement should have these characteristics at their heart:

• Genuine leadership exists at all levels and is encouraged, nurtured and sustained • Management is clearly connected to results • Each individual’s potential is released • Everybody’s contribution is valued • Everyone works to eliminate waste • Team working is the ‘norm’ • Innovation is abundant • Risk taking is expected • Success is celebrated • Management is tough on standards, but tender in the support of failure • All activities are linked to satisfying patients • Continuous improvement is the overriding goal

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5. Conclusion of our Situational Analysis

5.1 In order to take a ‘snap shot in time’, at the point that this Strategy has been developed we have developed a Situational Analysis. The full analysis is shown, in Appendices A-E. By knowing where we are now and by fully understanding both the internal and external environments in which South East Staffordshire and Seisdon Peninsula CCG operates and the stakeholders that we need to engage with, we have been able to identify our aims, options and opportunities going forward.

Included in the analysis are the results of a mini SWOT analysis (strengths, weaknesses, opportunities and threats) to measure our effectiveness. This was undertaken with a group of patients, patient representatives and the voluntary and community sector. The Situational Analysis has enabled us to draw our conclusions and formulate our key learning which informs us of the areas that we need to concentrate on, which in turn has shaped this Communications and Engagement Strategy.

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6. Engaging with Stakeholders 6.1 Background: Why is engagement so important to us?

If we are to truly reduce health inequalities and transform and improve local health services, then we need to create a culture where local stakeholders and patient and the public are engaged. Not only do we need to ensure that our patients have sufficient information to be able to make informed choices about their health and how they access health services but we need to know what our patients want and what we need to do as a CCG to support them.

The NHS South East Staffordshire and Seisdon Peninsula Clinical Commissioning Group Constitution has been developed to further enshrine the principles of public and patient engagement throughout the organisation. This is documented at various points in the constitution including making arrangements to secure public involvement (section 1.2.1), public equality duty (1.1.2 b) and promoting the involvment of patients, their carers and represntatvies in the decisions about their health care (1.2.7).

One of the three key priorities of the CCG is to improve quality. The venn diagram below describes the main components of quality, one of which is around patient experience. If the CCG is to acheive its aims around quality it needs to attain more meaningful feedback on the experiences patients have of care. This model was adopted by member practices in the June workshop described below.

We are committed to working in partnership with our key stakeholders in all aspects of commissioning and to communicating openly and honestly with the population that we serve.

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In June 2012 all member practices were invited to a workshop (with 23 practices in attendance). Presentations were recevied on population need (taken from the JSNA), an introduction to quality and an overview of national and regional requirements. The aim of the workshop was to define the mission, vision and begin to outline the priorities for the organisation.

In July 2012 the first stakeholder workshop was held, attended by local providers, local authorities (upper and lower tier) and some of the infrastructure organisations who support the community and voluntary sector. Similar presentations were given to those shown at the June event. In addition lead GPs introduced the vision, mission and priority areas of; frail older people, long term conditions and quality. The attendees were split into three groups to consider each of the priorities in turn. The workshops were facilitated by the lead GP and gave partners the opportunity for questions, challenge and discussion. The key outputs were; a consensus that priority areas are appropriate and partner organisations are committed to implement changes with the CCG. Each partner nominated individuals from their own organsation to progress work further.

The next stage of the this work was three further workshops on the prioity areas attended by providers, local authorities and some third sector groups. The output of these directly informed the Strategic Plan, the Delivery Plan and some aspects of this Communication and Engagement Stragey (e.g. section 6.5.2 on social marketing).

The second stakeholder event was held in Septmember. It was attended by public and patient groups as well as third sector organisations. The summary of this event is found in Appendix G.

The Commissioning Cycle

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The CCG is committed to empowering patients using customer insight to drive meaningful service improvement. On a day to day basis this is achieved through the patient and public involvement in all the phases of the commissioning cycle, through strategic planning, specifying outcomes, procuring services and managing demand and performance.

The engagement cycle overlays the commissioning cycle with the key stages where patients and the public should be integral to the decision making process in building a culture of involvement throughout the organisational structure.

For each key stage of the commissioning cycle, customer insight and our systematic approach to involvement is embedded into the culture of the organisation. We currently have our members, the public and our patients involved in a number of ways described in this chapter.

With support from the Staffordshire Commissioning Support Unit we will build on the strong foundations that have been laid concentrating on the following areas described in the rest of this chapter.

In order to demonstrate the approach we are taking to engage with various groups of stakeholders, the remainder of this chapter is split into four main sections:

• Engagement with patients and the public • Engagement within the CCG • Engagement with external organisations • Tools of engagement

Each of these sections describes where we are now, some of the successes to date and the main actions to take us forward as an organisation.

6.2 Engagement with patients and public

6.2.1 Model of engagement

Our model of engagement has been designed to ensure that our partners (our patients) will not only be able to influence decision-making in an informed way, it also allows for continuous feedback on how views, aspirations and experiences will make a difference. We believe that by demonstrating tangible change - ‘you said, we did’- we will secure wide and representative patient interest.

The model will also ensure that we have meaningful patient involvement from practice level through to board level which results in measurable outcomes, which are verified by patients themselves.

Our first tier of engagement is Patient Participation Groups (PPGs) and we are building on the network of established groups we currently have in our practices. Our second tier of engagement is District Groups; one for South East Staffordshire locality and one for Seisdon Peninsula locality.

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Feeding into this model is our membership scheme called ‘In-touch’. Very much in its infancy, it will develop into a database of individuals and organisations interested in being kept informed and involved in local NHS developments and decision-making, but who may not wish to be members of a PPG. Our In-touch scheme builds on our model of engagement and will ensure we engage with a wider representative audience. Our third tier of engagement is a Patient Council, although we may choose to rename this tier.

Model of Engagement

Next steps

• Action: Raise awareness of our model of engagement across all sectors of the community and encourage sign-up to their chosen method of involvement. • Action: Build into the model of engagement links with disease specific groups and condition support groups, voluntary and community groups and health care professionals.

6.2.2 Patient Participation Groups

Of the 33 GP practices in our area, 24 have a PPG or virtual PPG. Of the 9 practices without a PPG, the majority are single handed GPs with little capacity at present to set up and run a PPG or virtual group. However, we have identified ways that we can support our practice members do this, as tried and tested means of communicating with patients. A workshop is planned for December 2012 inviting all those practices with a PPG to share knowledge, good practice and achievements with practices without a group. For those practices with limited capacity to set one up, we will explore how we can engage with their

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patients to ensure that no populations are disadvantaged in respect of the commissioning of services. The PPI Lay Member will be leading this piece of work, along with staff from the Commissioning Support Unit.

As a result of the PPG Direct Enhance Service (DES) the majority of practices now have a virtual or email group, which widens our communication channels in relation to informed decision- making. This initiative will now be enhanced.

The PPGs have made considerable progress and have many achievements which we need to build on. Activities include: • The PPG at Langton Grange Practice in Lichfield produced a patient feedback form to encourage patients at the practice to feedback their views on services at Good Hope Hospital, Samuel Johnson Community Hospital and Sir Robert Peel Community Hospital. • PPG members at the Cloisters Practice in Lichfield offered their services on flu clinic days to help manage the through-put of patients during busy periods, offering refreshments and managing to raise funds for charity during the process. • Feedback from the 2012 patient survey undertaken by a Tamworth practice, revealed that patients were dissatisfied with the cost and waiting times of telephone access to appointments and as a result the practice agreed to install an additional local line to ease congestion during busy periods. The PPG were also instrumental in the purchase of a reception television screen displaying information on available local services, as a result of patient feedback. • Communicating through our network of PPGs and by closely working with the voluntary sector, we have been able to engage patients and the public in the roll out of the Any Qualified Provider programme. In the first instance we sought their feedback on their choice of services and which services they would prioritise.

Next steps

• Action: We will build on our existing network of PPGs by supporting those practices without a group set one up, as well as encouraging patient interest and sign up to virtual/email groups. • Action: To maintain an active and vibrant network of PPGs we will continue to support their development by sharing their successes and achievements at regular events, conferences and workshops and setting up an online forum for self-support. • Action: We will ensure that representatives in their role on the district groups, to be conduit for the accurate flow of information between PPGs to continue to stimulate engagement views have made a difference, which is key to the model’s success. • Action: We will work with PPGs to broaden their socio-demographic presentation, particularly through virtual groups and social networking.

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6.2.3 District Patient Engagement Groups

The District Groups were originally set up in 2009 to inform Practice Based Commissioning and are now working to a similar remit with the CCG. The District Groups are made up of nominated representatives from PPGs, who bring to the table issues not directly affecting their practices, but which could be issues for the wider population, which need to be brought to our attention.

The District Groups provide the setting for us to share thoughts, aspirations and views on developing services. Representatives contribute to discussions and feedback to their respective PPGs and virtual groups with the support of a reflective newsletter. This serves the purpose of providing an aid memoire for representatives when feeding back to their respective PPGs and enable Practice Managers to circulate the newsletter to all PPG members, ensuring a factual record of proceedings is passed on. This encourages a two-way flow of information between our CCG and patients, to ensure that their views are taken account of in our planning, development and the subsequent delivery of services.

As with the PPGs the District Groups also have made significant progress and have achieved much including:

• The South East Staffordshire District Group were central in the design and development of the patient experience form now being used to gather and feedback patient stories, which are fed into the Customer Insight database to inform commissioning. • The South East Staffordshire District Group were able to support the CCG by cascading information to their respective PPGs on long term conditons, palliative care care services, frail elderly servcies, supporting the roll out of a medicines waste campaign, etc. and thereby encouraging feedback and involvement.

Next steps

• Action: We will work to ensure that we have a full complement of PPG representatives on each district group, to ensure that every practice in the CCG area has local engagement with established links into the engagement model and decision-making processes.

6.2.4 Patients Council

We are mindful that District Patient Groups are also not representative of their registered patient population and are addressing this by setting up a Patients Council, which will be the accountable patient body sitting alongside our Governing Body, which will link into the two District Groups and the network of PPGs across our area.

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The Patients Council will be made up of PPG representatives, voluntary and community organisation representatives, Staffordshire LINk (Health-Watch) and local Councillors, to ensure that patients are at the heart of everything we do and decisions are made in partnership. The elected PPI Lay Member will Chair the Patients Council, providing a direct link to the Governing Body, of which they are a voting member.

The Patient Council will provide the means for a two-way communication flow to be established and maintained.

The essence of the role of the Patients Council is to ensure that we undertake planning and commissioning of health services in partnership with patients to ensure their needs are recognised and responded to; that patient experience is improved and that greater community cohesion ensues.

Next steps

• Action: Set up a Patient Council, with the full involvement of PPGs, voluntary sector and LINks in the planning process • Action: Develop terms of reference, recruitment processes, etc. for the Patient Council to ensure transparency and proportional representation and overall acceptance of its role and purpose.

6.2.5 Lay Members

To ensure that we have suitable governance at a senior level within the CCG we have appointed two lay members to sit on our Board – one for Governance and the second with specific responsibility for Patient and Public Involvement.

The Governance Lay Member will bring strategic insight and impartiality to the organisation overseeing key elements of governance including audit, remuneration and conflicts of interest.

The Public and Patient Involvement Lay Member will ensure that the public voice of the local population is heard and help to ensure that public and patient expectations are understood and met as appropriate. The PPI Lay Member will play an active role in the District Groups, helping to strengthen the link between the PPGs, Patient Council and the Governing Body.

They will also help to ensure that we build and maintain effective relationships with the local HealthWatch.

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Next steps

• Action: Our PPI Lay Member will explore with the CCG Clinical Lead for patient and public engagement, the most effective ways of working with Staffordshire LINk and voluntary and community groups, to ensure that their role and expertise is used to complement the patient engagement model of working • Action: Our PPI Lay Member will be taking a lead in organising a workshop to encourage those with a PPG to share their learning and achievements with those without a group, to encourage take-up and increase the network of groups to ensure representation is reflected of the socio-demographic of the area. Where there continues to be difficulties with setting up a PPG or virtual group, other ways of engaging with those patient populations will be explored and actioned.

6.2.6 In Touch Scheme

Our public and patient ‘In Touch’ membership scheme is part of the Staffordshire-wide membership scheme and has been introduced to complement existing mechanisms of engaging with patients and the public. Membership is very small currently but we will be implementing a social marketing strategy to market and communicate the benefits of membership to a range of stakeholders which commences in October, with the first phase going through the 1st April 2012, when we hope to have attracted 1000 members. This work will be done hand-in-hand with the development of the Patient Council to ensure we develop key relationships with a range of agencies and CVSs, LINks, PPGs.

The scheme is designed to sort members by age ranges, ethnicity, gender, geography and areas of interest, ensuring that we also cross-reference areas of interest with our priorities for the coming year. By including areas of interest we will be able to target health information according to people’s interests and conditions which will be a valuable asset when undertaking specific pieces of work.

Next steps

• Action: A recruitment campaign is planned to commence in November 2012 across all mediums and networks. • Action: The CCG will be working with its voluntary sector partners to promote the scheme to individuals and organisations to encourage sign-up, taking up every opportunity to attend events, conferences, etc. to stimulate interest. • Action: A monthly newsletter will be circulated to every member registered and will include details of how they can get involved in plans and projects under development, news of events and workshops they may wish to attend and feedback on how their views have made a difference.

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6.2.7 Customer Insight

We have been working with the Clinical Commissioning Unit’s Community Relations Team and our patients and the public to adapt the award winning model of involvement and insight, which was originally developed in the north of the county. It provides a single repository for patient information so that themes and trends could be collated, aggregated, analysed and triangulated.

For patient experience to truly influence commissioning decisions patient feedback must be collated from each patient contact whether reactively through PALS/complaints, 18 week contacts or proactively through public and patient involvement work via workshops, focus groups, deliberative events, social media, the press, MP letters, patient participation groups at both practice and locality level and patient experience stories. The information collected from these sources needs to come together in one place to be aggregated and analysed and then triangulated against information from risks, incidents and nationally collated data.

We will also put in place mechanism to enhance the inclusion of patient experience via health care professionals and voluntary and community groups.

The model of insight project has been developed to ensure that all patient contacts are recorded in one database to provide aggregated data, categorised under headings that would triangulate against national data and be useful to us as commissioners to provide quality assurances that patient experience was truly influencing service delivery.

The five domains of patient experience are used to theme the information

• Safe High quality care • Building better relationships • Better info more choice • Access and waiting • Clean comfortable place to be

The rich wealth of both qualitative and quantitative data that is gained from the aggregation will be available to all staff via pre-defined real patient experience monitoring dashboards which all staff can access and monitor on a real time basis. These dashboards allow the patient voice to be heard and enable responsiveness to the changing needs of patients.

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Customer Insight

Complaints/IFRS

PALS Outreach PPI Surveys, Public

visits, Events, Consultations, Focus Patient Participation Talks, Groups, Workshops, Groups Awareness Sessions, Harder Deliberative Events to Reach

Community Engagement Membership Scheme Members Patient Groups,Talks, Train- Monthly Focus Groups, Monthly ing Sessions, Surveys, Voluntary Sector Invitations to Events and Health Information Organisations

As part of the insight project we want to ensure that the intelligence from the model of insight is sustained and further developed to take into account both soft and hard intelligence in a proactive rather than a reactive way. It will be integrated into the decision making process of the CCG described in Appendix H. Systemic analysis of the data along with systematised methods of involvement will ensure that feedback is embedded into the decision making processes of our organisation.

As a result of our innovative and pragmatic approach to public and patient involvement, the insight and involvement project has been recognised nationally for its ground breaking work, with the following national accolades.

• Finalist in the Patient Experience Network National Awards in the measuring, reporting and acting category • Winner of a Crème de la Crème Business Award for outstanding business achievement • Finalist in the HSJ Efficiency Awards in the Efficiency in Administrative and Clerical Services category the winners will be announced September 2012. • Finalist in EHI Awards in the Best IT solution to Support Clinical Commissioning Category the winners will be announced in October 2012.

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The model of insight and the model of engagement have been developed to work in synergy with each other; they are proving to be a powerful force in amplifying the patient voice in a systematic way which is leading to systemic changes to service provision.

The provision of real time patient experience dashboards will underpin our future work and ensure that we response to patient’s needs.

The model of insight and involvement has been adopted as best practice and is now being utilised by all; six CCGS across Staffordshire. This gives a holistic insight on a health economy basis to help manage the services jointly commissioned by multiple CCGs.

Next steps

• Action: Regular reports will be produced and presented to the CCG Quality Committee, where trends and themes identified as concern will be discussed and actions taken as necessary. • Action: Monthly reports will be extracted from the customer insight database and shared for comment at Patient Council meetings. • Action: We will continue to populate our Customer Intelligence System by encouraging and gathering patient feedback and patient stories using a wide range of engagement mechanisms to inform decision-making. • Action: By adopting the Customer Insight database, we are promoting its use amongst patient groups, with the general public and throughout the voluntary sector, health care professionals to encourage feedback to build on our intelligence base of customer experience.

6.3 Engagement and Communications within the CCG

6.3.1 Engagement and Communications with GP practice members

The main communication with member practices is through the practice forums in each locality. Each of the member practices is represented on the locality board for Seisdon Peninsula. Each practice in South East Staffordshire has identified a CCG leader, who represents their practice in the South East practice group. These two committees are used as decision making forums and the attendees are sent information between meetings.

In addition, a practice newsletter is produced every two weeks for updates and important CCG information which requires action is circulated in CCG communication packs.

A primary care development programme is in development, which will particularly focus on the task of improving quality across primary care. This programme will provide a vehicle to provide meaningful and specfic information to practices, as well as information on practice based patterns (e.g. disease registers, admissions, referrals).

NHS South East Staffordshire & Seisdon Peninsula CCG 24

6.3.2 Engagement with staff

Fortnightly team meetings are held with staff at a locality level. In addition a monthly meeting is held across the whole CCG. These are generally themed and provide the opportunity for updates from the senior management team and for questions and issues to be raised by staff.

The staff meetings are interactive and staff have had the opportunity to input into a range of developments for the CCG including our brand identity.

We encourage staff to use Tuesdays as a corporate days with most staff, including CSU being present at Merlin House in Tamworth.

6.3.3 Engaging with and through the Governing Body

The Governing Body will host their meetings in public. These public meetings and other public events are one of the ways that a board will be put under scrutiny by the public, patient groups and media and where people will start to form their views, opinions and perceptions of the Governing Body, the new CCG as a whole and the way that the NHS will be run in the future.

Events of this type are great opportunities, however messages delivered need to be considered, managed and consistent and as these events are also high risk activities.

The Governing Body will undertake development activities including a communications workshop to ensure that there is an awareness of how to manage public scrutiny.

Next steps

• Actions: Implement a communications and engagement develop session to prepare Governing Body for public scrutiny through meetings.

6.4 Enagagement with External Organsiations

6.4.1 Engagement and communications with Health Care Professionals

We recognise that if we are going to deliver our priorities, particularly frail older people and people with long-term conditions, that we need to develop partnerships with health care professionals.

This fact was reiterated at our stakeholder events which highlighted the benefits of communicating and engaging with front line health care professional including district nurses, midwives, health visitors, mental health workers and a range of other disciplines. It is essential that we encourage providers to share our ethos if we are to succeed in putting patients in control of their health; promoting shared decision making and self care.

Clinically Led, Quality Driven Communications and Engagement Strategy 25

This ambition will not be reached and a culture change instigated without strategic communications and training and skills development.

The stakeholder events have confirmed to us that we have senior buy-in from many of our providers. However, this buy- in is required throughout organisations and particularly at the frontline, where those all essential face-to-face communications with patients, carers and their families happen.

We will explore with partners how we can instigate a culture change and work collectively on training, professional and skills development, information sharing and organisational development. We will also ensure that our service specifications and contracts contain extra levels of detail highlighting the importance of consistent and appropriate communications at the point of delivery.

Signposting services and information is also key to delivering our priorities. There are tools that have been developed by our partners e.g. Purple Pages (Staffordshire County Council). We recognise the benefits of these tools and wish to work with partners to further enhance these mechanisms to support our reactive services.

• Action: Explore joint working with providers which will enhance communications at the point of deliver. • Action: Develop and implement communications plan to support the delivery of our two key priorities – frail older people and long-term conditions. • Action: Embed into all contracts the importance of appropriate and consistent communications at the point of delivery.

6.4.2 Engagement with partner organisations

One of the cross cutting themes identified at the outset was that we will work in partnership to achieve better outcomes. We have reiterated this ambition at our stakeholder events with our partners and they have been very receptive to cultivating relationships further and working jointly.

Our proactive relations have yielded the following:

• The Accountable Care Partnership, which was set up between the CCG, Staffordshire County Council, The Partnership Trust and Good Hope Hospital. This is a group who work together to improve care for patients. • The CCG GP clinical lead for partnership in South East Staffordshire meets with Tamworth Borough Council regularly and the CCG is an active participant in the local strategic partnerships. NHS South East Staffordshire & Seisdon Peninsula CCG 26

• The CCG will be part of a joint transformation programme of work around the Burton Health Economy. There will be a jointly funded project manager, who will deliver the joint priorities of the three organisations • Following the identification of the key priorities at the initial stakeholder event, three further workshops were arranged with established clear actions which were relevant to all organisations present. • The Seisdon Locality office is housed in South Staffordshire Council offices in Codsall and we have a very close working relationship with South Staffordshire Council involving a number of joint initiatives. • The Village Agents is one such initiative and is managed by The Community Council, a charity that seeks to support communities throughout Staffordshire with a particular emphasis on isolated individuals within rural communities. The aim of the Village Agent programme is to help regenerate a specified area, sustain existing resources and explore ways to address real issues. A Village Agent is employed part-time, approximately 10 hours per week to work within local communities to tackle highlighted issues using, wherever possible, community groups. The role of the South Staffordshire Village Agent is to liaise with district and parish councillors, to support community groups and to deliver projects designed to address the needs of the community and bring communities together. In the absence of any suitable local groups, the Village Agent seeks to create groups that can play a part in improving the community to overcome highlighted issues. • In addition our relationship with South Staffordshire Council gives us many avenues for engaging with the public through their consultation cycle which includes resident questionnaires; general face to face sessions in each of the five localities which take place twice a year in each locality; specific targeted face to face sessions with specific hard to reach groups; social media – ‘My Place, My Say’ site and police and Communities Together which are held twice a year and are increasingly covering health issues.

In addition, just as health care professionals can assist us to deliver our priorities, particularly frail older people and people with long-term conditions and gather patient insight, we recognise that our stakeholder including the voluntary and community sector organisation can help us to reach specific groups and we will work with them to meet our equality duty to reach people with the following protected characteristics:

• Age (including children and young people) • Disability • Gender (or sex) • Gender reassignment • Marriage and civil partnership (but only in respect of eliminating unlawful discrimination) • Pregnancy and maternity • Race • Religion or belief

Clinically Led, Quality Driven Communications and Engagement Strategy 27

Next steps

Partnership working is one of our two enablers with more detail provided in our strategic plan.

6.4.3 Media Relations

Our external reputation needs to be managed to ensure that any media coverage is accurate, fair, balanced and that a high percentages of stories are positive.

We recognise that we need to build relationships with local radio and newspapers in particular the Express and Star and Tamworth Herald. We have identified key CCG spokespeople and have undertaking media training to ensure that we are prepared for exposure through the media. However, as part of our Governing Body skills development we will identify members who can also benefit from either media training or media awareness training including our Lay Members.

Having spoken with local journalists we recognise that we need to build clarity around what we do and who we are through the media to ensure that we eradicate the confusion that currently exists relating to changes in the NHS. We can then build relationships with stakeholders and capitalise on the engagement and involvement opportunities that the local newspapers and radio stations can give us.

We also recognise that there is a key benefit to communicating with groups and individuals who edit local magazines and newsletters e.g. community or church magazines, in order to provide editorial which reaches specific communities.

A protocol for handling all proactive and reactive media enquiries is in place and is attached as Appendix 6.

Next steps

• Action: Contact all forms of local media to build relationships. • Action: Agree schedule of proactive press releases/articles to create awareness with local communities. • Action: Identify if there are further media training requirements/media awareness in CCG with potential spokespeople and implement further training, particularly our Lay Members. • Action: Set up mechanism for handle press interest at public board and set up workshop for governing board to prepare them for public/press scrutiny at board. NHS South East Staffordshire & Seisdon Peninsula CCG 28

6.5 Tools to support communications, marketing and engagement

6.5.1 Information Communicatons Technology

We are establishing a CCG website, which we want to embed as an effective communication tool for both our practices and also patient, members of the public, partners and stakeholders.

In order to enhance our CCG website and ensure that it is accessible and meets the needs of stakeholders, patients and public, we have identified a CCG member of staff to oversee the management of our website, to ensure that this is updated on a regular basis.

It is envisaged that in respect of our stated priorities, ethos and principles that most information will be available to the public via our website. We will also be looking to develop two-way forums to enable members and public alike to contribute to discussions and raise any issues they may have.

In order to meet our priorities, we propose to commit to explore how social marketing, can assist in being uitlised as a tool to help the CCG.

We will produce and implement a Digital Communications Strategy to pull together and integrate all opportunities. We will ensure that these activities fit in with this strategy and is a managed process to reduce negative publicity.

We are also currently developing a SharePoint portal to improve and promote internal communication. This resource will be accessible to all member practices and support staff in the organisation. The portal will provide a way to improve document storage and distribution, accessibility of information, and communication within the organisation.

Next steps

• Action: Produce and implement Digital Communications Strategy. • Action: Complete the development of website and through the Digital Strategy promote it as a key communications tool for the CCG with all target audiences. • Action: Complete the development of the intranet portal and work with GP partners and staff to embed it as a key internal communication and information sharing tool.

6.5.2 Social Marketing

Clearly we need to do more work to agree social marketing activities to be taken forward many of which we have outlined in previous sections of this chapter. This work may include activities specific to our CCG to meet our priorities; in partnership with CCGs across the Staffordshire health economy or it may be through full participation of the national ‚‘do once‘ campaigns e.g. winter campaign to support the reduction of excess winter deaths by 50%.

Clinically Led, Quality Driven Communications and Engagement Strategy 29

We will ensure that any initiatives or campaigns take account of our key target audiences – whether internal or external and present value for money, meet our priorities goals and are able to withstand robust evaluation again key performance indicators.

Next steps

• Action: We will develop a social marketing plan in conjunction with key partners which will support the delivery of the following priorities and engagement aims: - Frail older people - People with long term conditions - Membership recruitment • Action: We will identify campaigns to be developed and work where appropriate in partnership locally or nationally to implement them. NHS South East Staffordshire & Seisdon Peninsula CCG 30

7. Key Messages

7.1 The establishment of the CCG is an opportunity for us to create a new way of healthcare commissioning in the South East Staffordshire and Seisdon Peninsula areas. For this to work effectively we will need all our member practices to be engaged and participating in the running of the organisation.

Currently local patients and the public generally have a limited understanding of what CCGs are and how they function. There is a need to educate them, both to counteract any negative publicity that may begin to appear and to engage local communities so that they may help to inform commissioning decisions.

We want to clearly convey that the CCG is a competent, professional organisation that is dedicated to commissioning quality services. It needs to be clear that we are inclusive and approachable, both for member practices and for the wider public.

Corporate messages will be used to convey our mission, principles, ethos and priorities. It is important that we reflect these key messages in all our communications with our key stakeholders to ensure a consistent approach. Our corporate messages are:

• We are committed to putting patients and service users at the heart of the organisation • We value the patient voice and will work in partnership to co design services • We are dedicated to developing innovative ways of engaging the public, patients and stakeholders • We are committed to working with patients to design, redesign and commission high quality, safe accessible local services which meet the needs of the local population and we will consider the impact of any decisions and actions that we take across the whole health and social care economy • We will work with patients to prevent them from becoming ill, support them to detect conditions early and to manage their conditions, make life style changes and access the right service, in the right place at the right time • We are committed to developing effective partnership working to help to improve the health and well-being of local people and to reduce inequalities • We are committed to research identifying health needs including areas of inequality and will utilise evidence wherever possible and learn from other in order to develop innovation solutions leading to continual improvement for our patients • We are committed to establishing a culture of efficiency and working towards financial balance after defining clear accountability. Clinical pathways will be the foundation to address issues supported by innovative ways of contracting to overcome perverse incentives. • We are dedicated to fully involving committed health care professionals and clinicians in the planning and provision of health services and empowering primary care

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Communications and Engagement Strategy 31

• We will develop robust governance arrangements for the organisation and the commissioning process and ensure they are communicated and embedded internally and communicated externally. • We will ensure that we evaluate and measure the work of the CCG against a clear set of performance indicators

We recognise that there will be the need to develop specific messages for the promotion of individual initiatives and social marketing campaigns that match our priorities e.g. messages targeted towards people with Long Term Conditions and frail older people.

7.2 Tone of voice

We want to be an inclusive organisation and don’t want to convey a tone which is ‘stand-offish’, however we also want to convey an air of professionalism, so we want to adopt a balanced tone of voice which makes us feel approachable to our target audiences.

NHS South East Staffordshire & Seisdon Peninsula CCG 32

8. Positioning

8.1 We recognise as a CCG we need to establish and then strengthen our position externally and internally to ensure that we stand out in what is a very complex sector and develop a positive reputation.

Stakeholders, patients, the public and the media have more of an affinity with the services that we commission and the people who deliver these services than with the CCG as commissioners of the service, due to the fact that they are easy to associate with and conjure up a meaningful image which people recognise.

We will position ourselves using a number of strategies outlined below in order to raise awareness of the work we do, enhance perceptions and stimulate interest in membership, engagement and partnership of the CCG and instil confidence in the services we commission.

• Quality and Safety: Quality of insight and knowledge, quality and safety of commissioned healthcare and quality of governance

• Attributes/features: Spirit of collaboration, empowerment of primary care, genuine leadership, abundant innovation, clinically led, quality driven, partnership orientated, respectful, amicable, tolerant, understanding, learning organisation, ethical, transparent and honest

• Customer Benefits: Responsive, patient focused putting patients at the heart of decision making process through true involvement and continuous improvement is the overriding goal

• Staff Benefits: Each individual’s potential is released, everybody’s contribution is valued, everyone works to eliminate waste, team working is ‘norm’, risk taking is expected, success is celebrated, management is tough on standards but tender in the support of failure • Use and application: Innovative approach to everything that we do, open, honest, new way of working.

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Communications and Engagement Strategy 33

9. Branding 9.1 The NHS mark has over a 90% spontaneous recognition rate amongst the public and has high levels of trust and credibility. As the NHS changes, it is vitally important that we use our identity consistently and correctly to make it easier for the public and patients to be reassured that the services we commission are in line with NHS values.

Our brand identity is largely formed by what we do, how we exist in the minds of our customers and the things that our customers value. It is much more extensive than just a logo. The CCG is the custodian of the NHS brand and through all its activities and communications needs to strengthen it to convey the purpose and objectives of the organisation, giving a sense of its values and the values outlined in the NHS Constitution.

In order to achieve this and achieve greater consistency, clarity and impact we have established our own corporate design style for both internal and external audiences that meet the NHS corporate guidelines. We are actively working with our member practices and staff to incorporate the essence of the brand (as identified in the brand Iceberg shown below) into everything that they do.

Brand Iceburg

Brand name Advertising and promotion Logo Presentation

Your key messages Your values Your image Your culture Benefits you offer The way you work What you do and the way you do it Your performance Financial strength Innovation Effectiveness and efficiency

Where we undertake to work in partnership with organisations we will ensure that acknowledgement and credit for the relationship is evident in all our communications. Broadly, this is the placement of our logo and possible use of an explanatory statement about the CCG, in a prominent place on high-end materials. The statement to be included should provide the reader with a greater level of understanding of what we do and why it is involved in the partnership.

In order to avoid dilution and create confusion of the CCG brand we need to manage our communications presenting a consistent approach to all communications whether that is online, presentations, display equipment or through print.

NHS South East Staffordshire & Seisdon Peninsula CCG 34

10. Emergency Planning and Business Continuity

10.1 A communications plan which outlines our response to emergency situations and ensure business continuity will be developed in line with the Staffordshire Emergency Planning Function.

Current robust plans are in place across the Cluster of PCTs for emergencies such as heat waves, pandemics (influenza planning), cold weather, hepatitis outbreak, climate change etc. There is an established single on call rota which consists of First Responders and ERMA 2. There is also a Staffordshire Local Health resilience board with attendees from all providers. In line with established work programmes put in place to oversee the delivery of emergency planning actions, the CCG will have a communication plan which identifies its roles and responsibilities.

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Communications and Engagement Strategy 35

11. Risks 11.1 Given the direct political context within which the CCG operates communications is a high risk activity. Messages need to be clear and backed up by fact – not anecdotal evidence. We need clarity and consistency to give us strong, focused messages distinguishing our CCG and the services we commission from others.

Risk Mitigation

• Use of national surveys to Develop local surveys to reflect the needs of the local judge overall performance population and to use the outputs of the model of insight to guide decision making • Failure to ensure inclusion Develop an action plan for engagement with hard to reach/ of patients, carers, public, easy to overlook groups communities of interest and geography, health and wellbeing boards and local authorities • Patients do not feel actively Ensure that the structure of the CCG ensure that patients involved in the design of influence commissioning decisions and their opinions of health services formerly included in key stages of the commissioning cycle. • Poor quality documentation, Ensure staff are trained on the process leaflets, posters • Public confidence or Undertake work with partners, patients, stakeholders and reputational issue the media to enhance CCG image and build confidence • Brand awareness is not Internal work with staff to ensure key messages and brand increased with the local awareness is interwoven to all activities. Use the local media population and partnership working to support the brand awareness. Enhance work with patient members and partners • Partnership working is not Set up a forum to create and maintain strong relationships developed between the commissioning function and partners. • CCG internal members not Work with staff and GPs to develop internal communications fully engaged and participating strategy to enhance participation. • Patient involvement and Assess if action is required to improve communications experience does not feed the and engagement activities within the commissioning cycle commissioning decisions and implement more effective activities to ensure patient involvement. • Negativity publicity attached Work with providers to enhance engagement and to main providers communications to optimise the positive messages heard by patients and the public.

A press and media protocol (Appendix F) has been established which exists to ensure that all media enquiries are handled in the same way, regardless of their point of entry into the organisation and at what level. It is essential that the protocol is followed to ensure that staff are protected; responses thoroughly researched and approved, avoiding ad-hoc answers being given to journalists.

NHS South East Staffordshire & Seisdon Peninsula CCG 36

12. Roles and Responsibilities

12.1 We believe that in order for communications and engagement to be truly effective, it needs to be a shared responsibilty and that every member of the CCG has a part to play in supporting the delivery of this strategy. With this caveat however, there are some individuals and groups who will take the lead for specific elements.

• Our Acountable Officer is ultimately responsible for ensuring effective communications and engagement with stakeholders • The CCG Governing Body has a role to play both as individuals representing the organisation and as a board in the way it presents itself to the public • The Executive team has a responsibility to directly support the delivery of this strategy and to encourage other staff to do the same • We have two appointed Lay Members to hold the Board to account on both Governance and Patient and Public Involvement • A GP lead will be identified • A senior manager has been identified with the responsibility for developing internal communications • A dedicated communications officer has been appointed by the CCG to support delivery of effective communications day to day • The commissioning support service have redesigned their strcuture to ensure that more specialist communications and angagement functions are delivered for the CCG

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Communications and Engagement Strategy 37

13. Equality 13.1 The CCG sets out a commitment to addressing health inequality where it exists. Equality is a very important area for us, as we move forward and demonstrate that we are compliant with the public sector Equality Duty and that we are using our Equality Delivery System (EDS) to support us to attain compliance and ensure good equality standards.

Most importantly the EDS needs to help us as commissioners to deliver better outcomes for patient and communities and better working environments for staff, which are personal, fair and diverse. The general equality duty covers the following protected characteristics:

• Age (including children and young people) • Disability • Gender (or sex) • Gender reassignment • Marriage and civil partnership (but only in respect of eliminating unlawful discrimination) • Pregnancy and maternity • Race • Religion or beleif

The Equality Impact Assessments will assist in ensuring that equality is part of our thinking when developing and implementing new policies, services and business cases. This will be further supported by taking equality in to account in everything the CCG does in commissioning local health services, employing people, developing policies, communicating, consulting or involving people in our work.

All of our communications and engagement strategies, policies and activities will therefore be linked to our EDS and be subject to the Equality Impact Assessment process. This will ensure that any specific plans do not discriminate against any communities and enable seldom heard groups to receive and respond to messages in the most effective way. This process consists of:

• A short initial screening process • A full assessment

NHS South East Staffordshire & Seisdon Peninsula CCG 38

14. Monitoring and Evaluation

14.1 Within section 15 of this strategy we have outlined a Communications and Engagement Plan which we will implement. The plans shows the required output from each aim set against a timescale.

All the activities contribute towards addressing the gaps identified in our Situational Analysis and our SWOT Analysis (Appendices A-E). The plan will be reviewed regularly and on analysis of the reported outcomes and issues (both positive and negative), adjustment will be made to the plan and proposed. On a six monthly basis the outcome of the action plan will be reported to the Governing Body.

Clinically Led, Quality Driven

15. Communi The actions and tasks outlined below are intended to support the five key aims developed by the CCG as outlined in the Executive Summary.

Aim Action/Task What does good look like? When will Communi c

work begin? a tions Ensure inclusion of Implement a communications and engagement develop session to Well prepared Governing Body Prior to first

patients, carers, public, prepare Governing Body for public scrutiny through meetings. supporting the creating of a positive public board and En communities of interest reputation for the CCG and on-going and geography, health if required g a

and wellbeing boards, Reputation management – proactively lead and manage the Annual survey report produced On-going g eme local authorities and reputation of the CCG including proactive communications and assessing reputation of organisation c other stakeholders reputation monitoring. n t St t a

Manage the NHS identity and CCG design guidelines and ensure it is Design style guidelines produced which September r tions a t

adhered to across the organisation. sets out a CCG policy for brand and 2012 and egy house style of all communications. on-going

Promotion of brand style to staff and GP members and consistent use across

organisation. En and Understand the profile Work with PPGs to broaden their socio-demographic presentation, PPGs with all socio-demographic November of the local population, particularly through virtual groups and social networking groups represented either actually 2012 external influencers or virtually and stakeholders Ensure on-going intelligence gathering including that provided by Intelligence feed into Insight, decision On-going

including disadvantaged eJSNA, Mosaic and other data to enhance our understanding of the making and further communications g

groups, which will local population and engagement activities a

be used to shape our g PPI Lay Member led workshop Workshop held and PPGs sharing their December commissioning intentions eme learning and achievements with those 2012 and support our without a group, to encourage take-up planned and proactive and increase the network of groups to communications

ensure representation is reflected of n

the socio-demographic of the area t Plan

39

40 Clinically

NHS South

Led, Aim Action/Task What does good look like? When will

work begin? Quality

Put patients, carers and Raise awareness of our model of engagement across all sectors of Well informed community network July 2012 E a s

the public at the heart of the community and encourage sign-up to their chosen method of t S t

a

Driven the CCG by effectively involvement. f f engaging and involving o

Build into the model of engagement links with disease specific groups Specific groups represented in Model September r them in our and condition support groups, voluntary and community groups and of Engagement 2012 dshi

commissioning activities r

health care professionals e

and reflecting their & Seisdon We will build on our existing network of PPGs by supporting those All practices to have active and November experiences and insight in practices without a group set one up, as well as encouraging patient proactive PPGs 2012 our commissioning cycle interest and sign up to virtual/email groups and decision-making P

processes We will ensure that representatives in their role on the district groups, Excellent mechanism of November C eninsula to be conduit for the accurate flow of information between PPGs to communications flowing upwards and 2012 continue to stimulate engagement and encourage feedback downwards We will work to ensure that we have a full complement of PPG Evidence through commissioning December C 2012 G representatives on each district group, to ensure that every practice strategies that PPGs and district groups in the CCG area has local engagement with established links into the have established links into the model engagement model and decision-making processes of engagement and have impacted on the decision making process Set up a Patient Council, with the full involvement of PPGs, voluntary Patient Council in replace with January 2013 sector, HealthWatch and LINks in the planning process complete representation Develop terms of reference, recruitment processes, etc. for the Patient Terms of reference written and December Council to ensure transparency and proportional representation and recruitment process in place and 2012 overall acceptance of its role and purpose. The Governing Body with auctioned resulting in active Patient consider the terms of reference at their December meeting. At that Council point the constitution will be amended accordingly. Our PPI Lay Member will explore with the CCG Clinical Lead for patient Established mechanism in place to December and public engagement, the most effective ways of working with work with LINk and voluntary and 2012 Staffordshire LINk and voluntary and community groups, to ensure community groups resulting in active that their role and expertise is used to complement the patient involvement and engagement which engagement model of working impacts decision making Regular reports will be produced and presented to the CCG Quality Regular reports received by Quality On-going Committee, where trends and themes identified as concern will be Committee influencing decision making discussed and actions taken as necessary.

Communi Aim Action/Task What does good look like? When will work begin?

c Monthly reports will be extracted from the customer insight Regular report received and On-going a t database and shared for comment at Patient Council meetings discussed by Patient Council ions

We will continue to populate our Customer Intelligence System by Well populated Customer Intelligence On-going and En encouraging and gathering patient feedback and patient stories System the results of which inform using a wide range of engagement mechanisms to inform decision- decision making g a

making g eme By adopting the Customer Insight database, we are promoting its Stakeholders fully aware of feedback On-going n

use amongst patient groups, with the general public and mechanisms St t

throughout the voluntary sector, health care professionals to r a t

encourage feedback to build on our intelligence base of customer egy experience

Raise awareness of the Plan and commence membership recruitment campaign across all Meet target of 1,000 members by 1 November existence of the CCG mediums and networks April 2013 2012 amongst patients and Work with its voluntary sector partners to promote the Meet target of 1,000 members by 1 November the general public and membership scheme to individuals and organisations to encourage April 2013 2012 establish a positive sign-up of membership reputation for the CCG Produce monthly newsletter and circulate to every member Well informed and engaged members September as the local leader of registered 2012 the NHS, fostering effective relationships Embed into all contracts the importance of appropriate and All provider contracts to include April 2013 and a culture of two- consistent communications at the point of delivery communications and engagement way communications actions to meet our priorities support with all stakeholder culture change groups, particularly Media relations Positive perception created through On-going communicating ways • Contact all forms of local media to build relationships (newspapers, media in which interested social media, radio and local magazines etc. members of the general • React to media requests and protect the reputation of the public can become organisation involved in informing • Manage relationships with media include radio/TV/newspapers commissioning decisions • Manage and organise press conferences/photocall/media interview • Agree schedule of proactive press releases/articles to create awareness with local communities • Organise communications to help avoid and manage crises 41

42 Clinically

NHS South

Led, Aim Action/Task What does good look like? When will

work begin? Quality

E

Identify if there are further media training requirements/media All media spokespeople trained and On-going a s awareness in CCG with potential spokespeople and implement confident to talk to newspapers, t S t

a Driven further training, particularly our Lay Members radio or TV f f o

Set up mechanism for handling press interest at public board and Good flow of communications and On-going r dshi set up workshop for governing board to prepare them for public/ Governing Body resulting in positive

r e

press scrutiny at board feedback through all media & Seisdon Produce and implement Digital Communications Strategy Digital strategy in place and managed February social media helping to inform public 2013 and stakeholders P Complete the development of website and through the Digital Website in place and driving social December C eninsula Strategy promote it as a key communications tool for the CCG with media resulting in well informed 2012 all target audiences public, partners and stakeholders C

Public affairs Well informed and satisfied political On-going G • Respond to parliamentary enquiries leaders and stakeholders locally, • Respond to National Commissioning board requests regionally and nationally • Organise VIP/MP visits and communications with MPs

• Liaison with Overview and scrutiny Committee leads and local councillors • Produce corporate documents including Annual Report Corporate events held and documents • Coordinate corporate events including AGM produced and distributed

Develop a social marketing plan in conjunction with key partners Social marketing activities March 2013 which will support the delivery of the following priorities and implemented in partnership with engagement aims: key stakeholders resulting in cultural • Frail older people change and better informed and • People with long term conditions public and protected groups • Membership recruitment Ensure that social marketing and other activities engage proactively CCG involvement in ‘do once’ October with the nine protected groups covered by the Equalities Act campaigns 2012 Ensure social marketing capitalises on the national ‘do once’ campaigns Support communications relating to emergency preparedness and Communications mechanism in place TBC responding to major incidents to support emergency and crisis

Communi Aim Action/Task What does good look like? When will work begin?

c Ensure that GP Produce regular Update for staff and GP member practices On-going a tions members, staff and other Complete the development of the intranet portal and work with Intranet portal complete and helping TBC

internal stakeholders

GP members and staff to embed it as a key internal communication to delivery communications resulting and En feel part of the CCG and and information sharing tool in well informed staff and GP drive the agenda of the members g organisation and are a g well informed, engaged eme

and motivated and are n committed to the CCG’s St t r vision and priorities a t egy

43

NHS South East Staffordshire & Seisdon Peninsula CCG 44

APPENDIX A Stakeholder Analysis

The CCG has a wide range of target audiences and it would be impossible and undesirable to reach all of these audiences at the same level of concentration therefore a stakeholder analysis has been undertaken, to identify the target audience that we wish to concentrate our efforts. The mapping and segmentation for the stakeholder analysis will help us to consider corporately the:

• Messages to communicate and the objectives of the messages

• Strategy by which we wish to reach the target audience

• Tactics for reaching them, to be selective in the approach

• Timescale in which to work, and to hit trigger points

• Resources that we have to reach the target audiences (either individually, or collectively if we choose to work in partnership with other organisations)

The chart on the next page prioritises and ranks the target audiences, and management of them falls into the following four areas:

1. Inform One way, straight forward and easy to prepare

2. Involve We can work together where there is common ground

3. Consult More two way and interactive “We will listen to you and respond”

4. Partners It should look like a partnership, highly bespoke, top level, an interactive team. This is where key attention should be given

We will utilise Mosaic profiles and our relationship with a range of voluntary, community and disease specific groups to further segment our patients and the public we have currently identified as being in the high priority partnership area of our analysis.

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Communications and Engagement Strategy 45

Involve Partner Hi h National Commissioning Board CCG Governing Body Other CCGs CCG

Treasury Department of Practice Leaders/Seisdon Peninsula Reps. Joint Health Commissioning Unit GP Practices Cabinet Member for Adult Wellbeing Local Accountable Officers Other CCG Chairs Overview and Scrutiny Committee CCG Management Team Local Medical Commi ttee GPs (as providers) Hospices Medicines Managem ent Monitor SHA CQC South Staffordshire and Shropshire Healthcare LINk/HealthWatch Public Health NHS Foundation Trust

Engaging Communities Staffordshire Good Hope Hospital New Cross Hospital

Royal Derby Hospital Burton Hospitals NHS Foundation Trust

Staffordshire and Stoke-on-Trent Partnership NHS Tr ust

er

w o P

Patients Tamworth Borough Council

Decision/ Russells Hall Hospital Local Strategic Partnership

Clinical Senates South Staffordshire Council

Lichfield District Council Clinical Executive Media MPs

Local Dental Committee District Patient Groups

Local Pharmaceutical Committee Patient Participation Groups Clinical Networks

West Midlands Quality Review Service Influential Friends Out of Hours provide rs

Royal Colleges NICE Private Sector Providers

Specialised Service Agencies Third Sector CVS

Nursing Homes Special Interest Groups (i.e. Diabetes, MIND)

Research Unions/Staff Side

Low L ow High Inform Consult Interest

NHS South East Staffordshire & Seisdon Peninsula CCG 46 APPENDIX B PEST Analysis (Political, Economic, Social and Technological)

1. Political

The NHS has always had a high level of political involvement at a national, regional and local level, across all spectrums of the service. This is particularly in evidence given the implementation of the NHS reforms which are currently underway, after more than a year of debate of the health and social care bill.

The CCG is strongly influenced by national and local policy and decision making, legislation, funding, lobbying and pressure groups.

Government strongly influences not only the context in which each NHS body works, but also the very existence of the CCG in its current form.

The Government’s clear vision of a modernised NHS is rooted in three principles; giving patients more power, focusing on healthcare outcomes, quality and reducing inequalities and giving frontline professionals greater freedoms and a strong leadership role. The Health and Social Care Bill places a duty on the NHS Commissioning Board and CCGs to promote patient involvement in their own care and ensure that patients have a great say in their health.

In the South East Staffordshire and Seisdon Peninsula area political landscape includes three Conservative MPs – Christopher Pincher (MP for Tamworth), Gavin Williamson (MP for South Staffordshire and Michael Fabricant (MP for Lichfield). Among his interests Gavin Williams Chairs an all party group on Motor Neurone Disease.

There are four member representatives on the Overview and Scrutiny Committee, now called the Health Select Committee covering Burntwood, Lichfield, South Staffordshire and Tamworth who are all Conservative representative and the make-up of the committee overall is predominantly Conservative.

The final report from the Mid Staffordshire Foundation Trust Public Inquiry is due in 2013 and the recommendations and outcomes will have some impact on our CCG. We will ensure that in our planning and decision making we learn from the events at Stafford Hospital and that the report informs our thinking in all areas including communications and engagement. 2 Economic

The Index of Multiple Deprivation 2010 (IMD) is a way of identifying deprived areas. There are two lower super output areas (LSOAs) in the Lichfield District Council area that fall within the most deprived national quintile, making up 4% of the total population. These areas fall within Chadsmead and Curborough. In the Tamworth Borough Council area there are seven LSOAs that fall in the most deprived fifth of areas in England making up 13 of the populate. These areas fall within Glascote, Belgrave, Amington, Castle and Stonydelph. For the South Staffordshire District Council area there are no LSOAs that fall within the most deprived of areas in England, however there are nine LSOAs in

Clinically Led, Quality Driven

Communications and Engagement Strategy 47

the next most deprived fifth of areas making up 13% of its population. These areas fall within Wombourne, South West, Featherstone and Shareshill, Great Wyrley Town, Hungtington and Hatherton, Bilbrook, Perton Lakeside and Essington.

The child wellbeing index (CWI) 2009 provides useful information at a small area level for the wellbeing of children. In Lichfield none of the 57 LSOAs fall within the fifth most deprived areas in England and only one of the 68 in South Staffordshire does. However in Tamworth, seven of the 50 LSOAs do fall into the fifth most deprived areas in England making up 17% (approximately 2,600 children) of the child population (aged under 16). These areas fall within Amington, Belgrave, Glascote and Stonydelph.

The average household income for Lichfield is £46,000. However, there are inequalities with average income ranging from £29,800 in Summerfield to £71,800 in Little Aston.

For South Staffordshire the average income is £43,200, with an inequality ranging from £32,200 in Great Wyrley Town to £58,700 in Trysull and Seisdon. The Tamworth average income id £36,800, but here inequalities range from £27,000 in Glascote to £43,700 in Trinity ward.

Around 4,200 (9%) in Tamworth, 4,100 (7%) in South Staffordshire and 4,000 (7%) in Lichfield live in employment deprivation as measured by the numbers of people who would like to work, but are unable to do so because of unemployment, sickness or disability.

The number of Jobseeker’s Allowance claimants in Tamworth has doubled between 2008 (1,000 claimants) and 2012 (1,900 claimants). In addition there are inequalities across the district with high proportions of claimants in the Glascote ward.

For South Staffordshire again there has been an increase between 2008 (1000 claimants and 2012 (1,800 claimants). Inequalities exist with the highest numbers of claims being located in Huntington and Hatherton ward.

In Lichfield as well Jobseeker Allowance claimants has doubled from 800 claimants in 2008 to 1,600 in 2012. The highest proportion of claimants are in Chadsmead and Curborough.

3 Social

A wide range of factors affect the health that an individual experience, some of which are outlined in the previous section – economic background. These include genetic, demographic (e.g. age, gender and ethnic groups) socio- economic and environmental factors (e.g. income, employment, educational attainment, housing, crime) and lifestyle factors (e.g. smoking, diet, physical activity levels).

The Health and Wellbeing Profiles for Lichfield, Tamworth and South Staffordshire (May 2012) provide an overview of the key health and demographic issues facing the CCG population by drawing upon numerous sources of data and indicators.

NHS South East Staffordshire & Seisdon Peninsula CCG 48

Demography

• In 2010, there were approximately 76,000 people living in Tamworth, 106,600 in South Staffordshire and 98,700 living in Lichfield. • Overall the population is expected to grow between now and 2035 by 14% in Tamworth, 7% in South Staffordshire and 18% in Lichfield. During this period there an increase in the number of children in Tamworth and Lichfield. All three populations are however projected to see significant growth in people aged 65 and over and in particular those aged 75 and over (65 and over: 91% Tamworth; 65% South Staffordshire and 74% Lichfield. 75 and over: 145% Tamworth; 112% South Staffordshire and 128% Lichfield). • The proportion of people from minority ethnic groups is lower than the national average in all three areas (5% Tamworth; 5% South Staffordshire and Lichfield.) • All of the Tamworth population live in an urban area, whilst 39% of the South Staffordshire population and 29% of the Lichfield population is classified as rural.

Maternal and child health

• Estimates indicate that the prevalence of mothers who continue to smoke throughout pregnancy are 15% in Tamworth and between 10% and 16% in South Staffordshire and Lichfield. Ward data for smoking in pregnancy suggests that Glascote, Stonydelph, Amington, Perton, lakeside and Chadsmead wards have high levels of smoking in pregnancy.

Mortality and morbidity

• There are inequalities within Belgrave and Bolehall wards in Tamworth having particularly high levels of premature mortality from cardiovascular disease. In Himley and Swindon and Huntington and Hatherton wards have high levels of overall premature mortality. Huntington and Hatherton ward also has high premature mortality rates from cardiovascular disease and cancer. Whilst in Lichfield there is a 2.4 fold difference between the ward with the highest and lowest rates of mortality (Stowe and Little Aston respectively). • There are also inequalities across wards in life expectancy. • Premature mortality rates are high in Belgrave and Bolehall wards (Tamworth, Hunington and Hatherton wards (South Staffordshire).

Long Term Conditions

• All three areas are predicted to see an increase in the numbers of long-term conditions. Currently wards where the 2001 Census found that the proportion of people with limiting long-term illness were higher than the England average were Spital, Castle and Bolehall, Great Wyrley Town, Wombourne South East, Himley and Swindon and Bilbrook and Chasetown, Stowe and Gazeley wards.

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Communications and Engagement Strategy 49

Healthy lifestyles Smoking

• Around 27% (16,000) of adults aged 18 and over are smokers in Tamworth. The figures is less in South Staffordshire at 16% (13,900) 15% (11,600) in Lichfield. The highest percentage of smokers in all three areas are in routine and manual groups.

Alcohol

• Alcohol-related admissions in children and young people under 18 are similar to the national average in Tamworth and South Staffordshire, but lower than the national average in Lichfield. • Alcohol-related admissions are increasing in all three areas

Obesity, physical activity and healthy eating

• Estimates suggest that a quarter of adults in South Staffordshire and Lichfield are obese. In Tamworth 31% of adults are obese which is significantly higher than the England average which is 24% • Using figures from the National Child Measurement Programme (NCMP), the proportion of obese children in Tamworth in Reception year remained at 10% in 2012, but were much higher (20%) for children in Year 6. In South Staffordshire they are similar to the England average in Reception, but at 21% in Year 6 is much higher. There are five wards in South Staffordshire that have a high prevalence of children in Reception who are either overweight or obese which are Great Wyrley town, Cheslyn Hay South Great Wyrley Landywood, Perton Dippons and Bilbrook. The prevalence of children who are either overweight or obese in Year 6 is high in Featherstone and shareshill and Cheslyn Hay North and Saredon wards. In Lichfield the level of obesity for children in Reception year reduced to 7% in 2010/11, but were much higher (17%) in Year 6. • Adult activity levels in all three areas are significantly lower that the England average.

Sexual health

• Only in Tamworth have under 18 conception rates increased and in particularly in bolehall, Belgrave and Stonydelph. In both South Staffordshire and Lichfield they have reduced

Educational attainment

• Areas of low educational attainment and skills are often associated with high levels of worklessness, deprivation and poor health. In 2011, 49%% of Tamworth pupils, 58% of both South Staffordshire and Lichfield pupils achieved five or more A*-C grades at GCSE level including English and Maths. For South Staffordshire and Lichfield this is similar to the Staffordshire and England average, but in Tamworth it is lower. However, there are inequalities within the districts. A further indicator of later unemployment, low income, teenage motherhood, depression and poor physical health is the proportion of 16 – 18 years olds not in education, employment or training (NEET). This is 5% in Tamworth and Lichfield and 4% in South Staffordshire.

NHS South East Staffordshire & Seisdon Peninsula CCG 50

4 Technology

Information and communications technology is strongly influencing the way that the NHS works. For example NHS Connecting for Health supports the NHS in providing better, safer care, by delivering computer systems and services that improve how patient information is stored and accessed.

In addition Choose and Book, the national electronic referral service provides patients with a choice of place, date and time for their first outpatient appointment in a hospital or clinic.

Other technology being introduced includes Electronic Prescription Service (EPS), and Summary Care Records (SCR).

Technologic developments and access to real time patient experience monitoring via the insight database are central to our strategy of putting the patient voice at the heart of our decision making processes. The insight database provides a central repository for all patient feedback via social media, local press, complaints, PALS and all of our community engagement work. Dashboards are available to commissioners, clinical leads, quality staff and contract monitoring teams in real time ensuring that issues can be dealt with quickly and areas for service improvement are identified.

The technology is available centrally and is being rolled out to practices to ensure that all information from patients is available via real time two way process.

Technology is also influencing internal and external communications making emails, SMS messaging, blogs, social networking, social media and websites a common and in some cases preferred form of communications for many sectors of the population. The CCG is currently developing a website for stakeholders and the local population and will look to utilise the site to enhance engagement with the public and support a customer relationship management system with partners. It is also developing an intranet to enhance communications with CCG staff and CCG member GPs. However, we should be mindful both internally and externally that e-communications is just one part of the portfolio of techniques used for communicating, but for many people who are still not comfortable with technology, could prohibit them from accessing and sending information. Therefore a communications strategy should ensure that activities used to reach a target audience are the preferred methods and that ‘one size does not fit all’.

Clinically Led, Quality Driven

Communications and Engagement Strategy 51

APPENDIX C Competitor Analysis In a traditional and commercial sense South East Staffordshire and Seisdon Peninsula CCG do not have competitors, however in the wider health economy, providers, services and facilities are competing for “market share” i.e. patients.

As a CCG we will be free to work with whoever we choose and free to commission the services that we believe are best for our patients. We are however competing with other CCGs and commissioners when attracting high quality healthcare suppliers. Where we are tendering for services to be delivered locally, if we have a positive image, we will attract quality providers, enabling us to select from the ‘best’. A poor public perception may discourage suppliers to tender to deliver services, choosing to work with other CCGs who have a better reputation.

NHS South East Staffordshire & Seisdon Peninsula CCG 52

APPENDIX D Mosaic Profiling

The initial stakeholder and PEST (political, economic, social and technological) analysis (Appendix A & B) has helped us to start to identify the key stakeholders we need to focus on. Further work with our GP members and discussions with key voluntary and community groups along with information from our Experian Mosaic profile (see below) classification of UK households, will further support us to identify the Mosaic Groups that residents fall into which then gives us a comprehensive view of peoples‘ demographic and the methods we need to engage them.

When undertaking communications and engagement activities which focus on our enduring goals we will utilise all our analysis and Mosaic profiling to reach our target audiences, using methods that we know each group is receptive to. This could include face-to-face, new media, advertising, direct mail, newsletters, press and public relations, via our website, via our district or PPG groups along with a range of other options.

This Appendix provides us with a general profile of our population and outlines high level marketing techniques that could be used to reach them at a corporate level. We recognise that further detail is required depending on the campaign or initiative that we require marketing communications activities to support e.g. winter pressures, frail older people, dementia. This detail will be captured in social marketing plans developed for each campaign (see 6.5.2.) which will in turn detail the specific methods of engagement to be used.

Nearly 70% of the Tamworth population falls within one of the following Mosaic groups:

Group E Suburban Mindsets (18%) Group F Careers and Kids (11%) Group J Industrial Heritage (17%) Group K Ex-Council Community (14%) Goup O Claimant Cultures (9%)

Nearly 70% of the South Staffordshire population falls within one of the following Mosaic groups:

Group B Small town Diversity (20%) Group D Professional Rewards (22%) Group E Suburban Mindsets (14%) Group J Industrial Heritage (8%) Group K Ex-Council Community (8%)

Nearly 70% of the Lichfield population falls within one of the following Mosaic groups:

Group B Small town Diversity (19%) Group D Professional Rewards (21%) Group E Suburban Mindsets (9%) Group F Careers and Kids (9%) Group K Ex-Council Community (9%)

Clinically Led, Quality Driven

Communications and Engagement Strategy 53

Whilst groups will be segmented and targeted for specific communications and engagement activity relevant to their Mosaic profiles we know that high levels of deprivation has been consistently linked to poor health outcomes and lower life expectancies. Therefore for more specific communication and engagement activities, an emphasis will be placed on the Mosaic Groups shown below, where we know there are high levels of support required, but these groups may not appear in the top 70% profiles shown above. These groups also correlate with our CCG priorities for frail older people. To reach people with long term conditions we will need to utilise data at a GP practice level, which will provide us with more targetted engagement.

Mosaic also assists us to plan our individual communications and engagement of the different groups. We will utilise the high level information in our planning assumptions to plan all individual communications and marketing campaign and initiatives.

Group M

Elderly people reliant on state support (older people living on social housing estates with limited budgets; old people in flats subsisting on welfare payment; less mobile older people requiring a degree of care; people living in social accommodation designed for older people.)

This group respond to direct mail or national newspaper advertising with clearly stated benefits and testimonials rather than heavy lifestyle content. The principal interests of this group tend to be food, grandchildren and socialising with old and trusted firends.

They are receptive to: They are not receptive to • Local papers • Internet • Face-to-face communications • Telephone • Mobile phone • Interactive TV

Group O

Families in low-rise council housing with high levels of benefit need (older tenants on low rise social housing estates where jobs are scarce; families with varied structures living on low rise social housing estates; vulnerable young parents needing substantial state support.)

Readership of tabloid newspapers is popular, and television is the primary source of entertainment, but most residents are unfamiliar with IT and use of the internet is low. Most of these areas have poor access to community services such as pubs, leisure facilities, and community centres.

They are receptive to: They are not receptive to: • Local papers • Internet • Face to face communications

NHS South East Staffordshire & Seisdon Peninsula CCG 54

Group N

People on limited incomes and rent small flats from local councils or housing associations. Typically they are young single people or young adults sharing a flat. They may also be single people of older working age or even pensioners.

Readership of tabloid newspapers and watching TV is popular. If funds are available, time is spent in the pub, going to the cinema or clubs. Limited incomes and the challenges faced by budgets means that people in this group tend not to qualify for a credit card and some do not have current account. This makes cash an important medium of exchange. This is a group of people that is characterised by a culture of dependency and has no family or community structures to provide a sense of social cohesion.

They are receptive to: They are not receptive to: • SMS text • Internet • National papers • Telephone • Interactive TV • Local papers

Clinically Led, Quality Driven

Communications and Engagement Strategy 55

APPENDIX E Measuring Our Effectiveness At our partnership event in September we asked our patients, patient representatives and the voluntary and community groups represented to measure our effectiveness using the principles of a mini SWOT analysis (strengths, weaknesses, opportunities and threats).

We asked them to rate five key areas on the basis of how important each aspect is to them and how they think we are doing as a CCG. As a result of this we have identified the estimated gap that needs to be filled through the implementation of communications and engagement activities (see table on next page).

It is envisaged that based on current knowledge and the fact that we are a new organisation evolving and working towards authorisation that the estimated gaps will be closed within 2 years.

The table on the next page shows the individual ratings given by 16 attendees. They have been given a total rating and then an average.

There are some significant differences to the answers given by 4 people relating to question 2, 3 people relating to question 4 and 2 people relating to question 5. This could be due to a lack of understanding of the exercise or it could be that the individuals answering the question already have close working relationships with our CCG and therefore have a good understanding of the mechanisms and processes in place.

Although we do have these variations, which impact on the averages and therefore the gap, the exercise has clearly indicated that these five areas are of significance to our key stakeholders and focus and resources need to be placed on them in order to close the gap.

56 Clinically

NHS South

Our Measuring T A

Led, o Number of Delegates 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 v

t e al r a

g Quality e E

a s t S t

a Driven 1. There is a high and positive awareness of the CCG and its commissioner role. f f o r

a) Importance towards achieving success 10 4 8 8 9 10 8 7 10 10 7 7 8 8 9 9 132.00 8.25 dshi

(b) How do you think we are doing now? 4 2 4 3 6.5 6 4 2 5 1 2 8 9 2 3 2 63.50 3.97 E r e f

& Seisdon Difference 6 2 4 5 2.5 4 4 5 5 9 5 -1 -1 6 6 7 f

68.50 4.28 ecti

2. The CCG has links into local practices to ensure user views are represented. v

eness P

(a) Importance towards achieving success 8 7 10 9 10 10 8 10 10 10 9 8 7 9 10 10 145.00 9.06 C eninsula (b) How do you think we are doing now? 5 5 6 6.5 6 5 1 8 9 9 8 8 76.50 4.78

Difference 3 2 4 9 3.5 4 8 10 5 9 9 0 -2 0 2 2 68.50 4.28 R eport C

G 3. The CCG has good communication mechanisms in place which describe to the public how the views of the local population and patients have been responded to.

(a) Importance towards achieving success 10 7 10 8 5 8 10 8 10 10 9 6 5 6 9 10 131.00 8.19 (b) How do you think we are doing now? 4 3 3 5 8 5 4 2 4 5 5 4 3 55.00 3.44 Difference 6 4 7 8 0 0 5 8 6 8 9 2 0 1 5 7 76.00 4.75

4. The CCG measures and analyses patient and carer feedback and uses it to inform decision making

(a) Importance towards achieving success 10 9 10 9 5 10 10 9 10 10 9 9 10 10 10 10 150.00 9.38 (b) How do you think we are doing now? 4 5 6 5 8 5 3 1 7 10 7 3 6 70.00 4.38 Difference 6 4 4 9 0 2 5 9 7 9 9 2 0 3 7 4 80.00 5.00

5. The CCG has mechanisms in place to involve patients and their representatives in the redesign of services and pathways to services.

(a) Importance towards achieving success 10 8 10 7 6.5 10 10 8 10 10 9 9 10 10 10 10 147.50 9.22 (b) How do you think we are doing now? 5 4 3 8 7 5 5 2 7 10 9 4 5 74.00 4.63 Difference 5 4 7 7 -1.5 3 5 8 5 8 9 2 0 1 6 5 73.50 4.59

Communications and Engagement Strategy 57

APPENDIX F Media Handling Protocol

Reactive response to enquiries from the media.

If journalist enquiry does not come straight to Communications Department, then staff/CCG should be advised to direct calls there without making further comment.

Media Enquiry

Other local NHS Trusts, Regional/National Communications Department - NCB, local authorities Communications (if Acertain the issue raised, questions and other relevant applicable) and deadline to respond organisations

Liaise with relevant contact within CCG. Written or verbal response agreed and approved

Accountable Officer/Chair

contacted for information Report up and assess and/or approval risk

Responses and actions agreed

Inform and escalate Written response made to media by for further advise Communications Department. and involvement if necessary Verbal response/interview given by appropriate CCG spokesperson

NHS South East Staffordshire & Seisdon Peninsula CCG 58

Media Handling Protocol – and approval of press releases.

CCG to liaise with

Communications Department to

produce press release After comment/ (should be inline Draft press approval received with continually release produced from staff lead, developing press and passed to release to be sent schedule) CCG staff lead to appropriate lead for comment/ director for approval approval (if applicable)

Member of staff

leading or involved in After comment/ specific initiative approval received from lead director

release sent to Accountable Officer and/or chair for final

approval and/or information

Action by Head of

Communications

Agreement to generate press release on initiative/ Accountable Officer topic/campaign and ‘or chair approval and/or Distribution of press Approval and risk acknowledgement release by assessed to Communications Communications Team Department to relevant and appropriate local, regional and national press and media which could include trade press. Process for follow up telephone to be put in place to ensure maximum coverage

Clinically Led, Quality Driven

Communications and Engagement Strategy 59 APPENDIX G Summary of Stakeholder Events September 2012 Partnership Working in South East Staffordshire and Seisdon Peninsula Clinical Commissioning Group

Report from event held on Wednesday 19th September 2012 at Oak Farm Hotel

After listening to presentations outlining the vision and values of the organisation and proposals for patient engagement and involvement, the audience, comprising of patients, patient group representatives and representatives from a range of voluntary and Community organisations discussed the following:

• Does the model of engagement ensure we get the basics of engagement and communication right? • Does the model of engagement help us to turn public and patient engagement from information sharing to a true partnership?

Outlined below are the key messages coming from the audience who fed back via working groups:

• Ensure that voluntary and community sector organisations are involved in the early stages of the service redesign (even at the ‘blue sky thinking stage’). • Voluntary sector funding is often short term and uncertain. Some security of funding could benefit true partnership working. • It was felt that the make-up of the Patient Council should reflect public involvement and not just patient involvement. The membership of the council should be a mixture of individuals and organisation including organisation like Citizen’s Advice Bureau, Homestart, Centre for Voluntary Services. • Explore whether it is technically possible to ‘gap spot’ on demographics on Insight. • Enhanced Joint Strategy Needs Assessment. The eJSNA should help the CCG to reach the ‘seldom reached’ groups. • Use the right application for right groups including digital means including all areas of the community of included. Organisations like Home-Start and Barnardos support young families who are not necessarily registered with a GP and or known within the system • Use voluntary and community sector to collect ‘soft intelligence’ from patients and the public and feed into Insight. • Utilise the wider healthcare professionals including health visitors, midwives and district nurses to communication messages and input ‘soft intelligence’. • Model is a good start and the engagement proposal is very visibly ‘patient’ focused • Where does priority setting figure? • Be clear about how gaps in services would be addressed from a service user/carer perspective

NHS South East Staffordshire & Seisdon Peninsula CCG 60

• Focus on the often overlooked or hard to reach, frail elderly, less well educated, etc. and the need to engage with them in their own environments and not necessarily expecting them to attend meetings • Make feedback as easy as possible, using a wide range of options • Be very clear about what you are asking when undertaking surveys, etc. question forming needs to be very succinct • Be clear on quality issues and how they are fed in

Clinically Led, Quality Driven

Communications and Engagement Strategy 61 APPENDIX H How Patient Insight and Engagement Informs Decision-making The diagram below illustrates the mechanism to ensure that the patient insight and experience is fed through the CCG structure and impacts on the decision making process.

South East Staffs and Seisdon Peninsula Governing Body

Quality Committee Patient Council (Receiving Insight reports) (PPI Lay Member, PPG and District Group reps, Health Watch, voluntary and community Scheme

organisations and local councillors)

ship

r

Membe

- District Groups (Nominated Members of PPGs)

ouch T

In

Practice-based Patient Participation Groups

N.B. The terms of reference of the Patient Council will be considered by the Governing Body in December. The appendices of the constitution will be amended accordingly if deemed necessary.

South East Staffordshire & Seisdon Peninsula ClinicalCommissioning Group

Merlin House E tchell Road Bitterscote Tamworth 878 3HF

01827 306111