8638_communications_and stakeholder engagement strategy by keralaguest


									Meeting                             Date                          Agenda Item
Trust Board                         26th November 2008            8c

Title of paper:
Communications & Stakeholder Engagement Strategy

Summary (in brief key points):

This strategy underpins the Strategic Plan and addresses how the PCT will involve
stakeholders in all aspects of the commissioning cycle, our plans for consultation,
involvement and engagement.

Board action:

To approve the Strategy

Lead Officer information:

Name: Christina Gradowski
Position: Director of Corporate Services and Partnerships
Contact details: 020 84426181

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                                                      Page 2
Fit with:
Operating Plan Strategic Priorities:
Links closely with 5 strategic goals set out in the Strategic Plan

Assurance and governance:

This paper includes an analysis of risks in section 18.

Implications for:
Performance and quality:

This strategy sets out how we can implement quality standards for patient experience and use
the wealth of data currently in our disposal to monitor the quality of services, surveys,
complaints, PALS etc.


A detailed breakdown of investment is included within the strategy.

Corporate Risk:

See risk section


See section on equality and diversity and the strategic plan which includes EIA of key initiatives,
strategies and plans

Stakeholder involvement/public relations:
We have used patients, the public and stakeholder feedback from our consultations on primary
care strategy and Healthcare for London and community involvement events run by Healthlink
to shape this strategy, as it is an iterative strategy and plan it will be modified and changed
according to the feedback and input we received from stakeholders.

      Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                  NHS Haringey!

                                 Haringey Teaching PCT

         Communications/ Stakeholder Engagement
                 Strategy 2008 / 2011


Draft 3 Communications and Stakeholder Engagement Strategy (CG)
PCT Details

PCT name

Haringey Teaching Primary Care Trust

Key contact at PCT (name, contact details)

Christina Gradowski
Director of Corporate Services and Partnerships
Tel: 0208 4426181
Email: Christina.gradowski@haringey.nhs.uk

Development Plan date
August 2008

Document Control
Author/Editor           Christina Gradowski
Owner/s                 Tracey Baldwin, Chief Executive
File Ref                Communications and Stakeholder Strategy Engagement 2008

Approver                                                  Role
Richard Sumray                                            Chairman
Tracey Baldwin                                            Chief Executive
Penny Thompson                                            Deputy Chief Executive

                                          Change History

Version            Date                    Author/Editor             Summary of Change

Draft Version      5th July 2008           Christina Gradowski       First working draft
Draft Version      14th September          Christina Gradowski       Second working draft
Draft Version      10th November           Christina Gradowski       Third working draft

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Executive summary


Improving commissioning is at the very heart of delivering the NHS‟s health agenda for the
future. It is much more than merely understanding what we are buying in terms of health
services for our population, but around understanding and interpreting the health needs, met
and unmet of our local population, of strategically commissioning health services that will meet
these needs, and ensuring quality and value for money is obtained in the process.

At NHS Haringey we believe that the drive to deliver better health outcomes for our local
population, improve their health and well being and reduce health inequalities will give people in
Haringey the best possible chance of a long, happy and healthy life, from cradle to grave. Our
strategic goals set out how will improve the access and quality of primary care, deliver healthy
starts for children and young people, improve the mental health and well being of local people,
tackle long term conditions and support individuals and communities to fully engage in their own
health and wellbeing using holistic and empowering strategies. Local peoples choices and
preferences will be integral to the design and delivery of services, and will feed into the work we
are doing on social marketing.

Commissioning is at the centre of all that we do, as we work towards becoming the very best
strategic commissioning organisation, there is an increasing recognition that the involvement of
patients, the public and stakeholders is core to delivering more innovative and creative services
that meet local needs. This has led us to reorganise and invest more resources in our teams
working in communications, patient and public involvement and partnerships. So that we can
put in place systematic processes that involve stakeholders in making strategic commissioning

The Communications and Stakeholder Engagement Strategy is a living document, which will be
reviewed on a regular basis to incorporate „best practice‟ and new learning from national and
local approaches that actively involve patients, the public and stakeholders in shaping health
services. Active patient and public involvement in proposals to develop health services will help
to eliminate some of the frustration people feel about health services, believing that decisions
have been made before being involved and consulted.

This strategy is informed by the work we have been doing over the past 18 months on actively
engaging and involving local people in two key developments – the Barnet, Enfield and Haringey
(BEH) Clinical Strategy and the Primary Care Strategy which focus on a shift to out of hospital
care. The learning from these consultations namely the response from local people and
stakeholders has informed are approach to embedding patient experience and involvement in
the way we commission services.

We want to ensure that stakeholder engagement is not merely a one off exercise that we
undertake when there is significant change that requires public consultation, but that we set in
motion a whole host of innovative and exciting engagement and involvement projects. We at
NHS Haringey want to create the means of engaging with local people so that it becomes the
norm and core to our business whether considering investment priorities or commissioning at a
local level through to practice based commissioning. Only through these means will NHS
Haringey be seen as the local leader of the NHS.

Richard Sumray
Chair, Haringey TPCT

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Tracey Baldwin
Chief Executive

Dr Mayur Gor
Lead GP Clinical Executive Committee

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Our population

There is no doubt that the population of
Haringey is rapidly changing. We are an
exceptionally diverse borough with more
than 50% of local people from minority
ethnic backgrounds and a population
that is expected to expand to 246,000 by
2023. With such a diverse borough we
need to make sure that health services
are responsive to people’s needs, and
that they are provided the health
services that they deserve. To do this
we need to build upon and embed
stakeholder engagement and
involvement in the way we shape local
health services so that it becomes the
culture of NHS Haringey.

                                                                  Mayur Gor
                                                                  PEC Chair

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
We are clear that our vision is to enable local people
to lead long, happy and healthy lives in Haringey. To
do this we have ambitious plans to develop primary
and community services which will involve a shift of
some health services from hospitals to community
settings, where this is appropriate and meets the
needs of local residents. We know that this can only
be done if we fully understand the needs, wishes
and aspirations of local communities. The
communications and stakeholder engagement
strategy sets out how we will create real momentum
around patient, public and stakeholder engagement
and involvement. We are committed to working with
local people to achieve the best possible health
outcomes for Haringey people.
                                                                  Richard Sumray
                                                                    Chair HTPCT

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                 Contents           Page
1.        Introduction                                              7

2.        Communications & stakeholder engagement priority          8

3.        Function and scope                                        8

4         Our vision / principles                                   9

5.        Situational analysis                                      10

6.        NHS brand – local leader of the NHS                       10

7.        SWOT & PEST                                               13

8.        Competition                                               14

9.        Stakeholder analysis                                      15

10.       WCC organisation                                          16

11        Communications / marketing learning                       18

12        The commissioning cycle                                   19

13        Strategic goals                                           21

14        Strategic communications / stakeholder engagement goals   22

15        Target audience                                           25

16        Crisis plan                                               27

17.       Role of communications / stakeholder engagement           28

18        Risk assessment                                           29

19        Financial analysis                                        30

20        Evaluation                                                31
          Appendix                                                  32
          1.1 Our vision and values
          1.2 Strategic goals
          1.3 Stakeholder analysis
          1.4 Assessment of WCC competencies

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          1.5      Action plan

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    1. Introduction

We at NHS Haringey want to create a culture in which patients, the public and stakeholder
involvement is mainstreamed throughout our structures and organisation. We want to draw
stakeholders to the PCT so that they can actively participate in commissioning decisions and that
their views and ideas shape the plans we put in place. This means educating people in the work
of the PCT, how we currently commission services using health information and health needs
assessment of the local population, as well as our commissioning experience and skills.

This strategy provides a framework for communication and engaging with stakeholders at all
levels from the very start of a new project or programme to its inception and implementation. In
order to give this work the priority and importance it deserves we have a Non-executive director
who is lead for communications and stakeholder engagement, along with a director lead and
team of staff that spans communications, patient and public involvement and partnership
working. We are working closely with Haringey Council, by sharing expertise with their
communications and consultation teams, learning from past successes of what has worked well
and with the neighbourhood managers on identifying ways of connecting with people.

The purpose of stakeholder engagement is to work with local people and organisations to
explore, debate and resolve important healthcare issues. We are committed to creating an open
and transparent means of engaging with stakeholders to ensure that peoples‟ views feed into
the commissioning process. We really want to hear the voices of people that rarely get the
opportunity to let us know about their experience and their views of healthcare.

    2. Communications and stakeholder engagement a core priority

We at NHS Haringey know that to be recognised as the „local leader of the NHS‟ we need a
fundamental shift in the way that we communicate with our local population and stakeholders to
create conditions for real stakeholder engagement and involvement in the commissioning
agenda that faces local health services. Our stakeholders are diverse and varied everything from
our own staff to the local authority, local community and voluntary groups, faith groups, police,
education providers to patients and the public; and many more. We need to tailor our
communications such that the interests and views of our stakeholders are acknowledged and

A communications strategy that is meaningful built on past experience and local knowledge
about what works and what does not work; including past and present consultations and
feedback methods is vital, as is the input of key stakeholders, patients and the public. The
Communications Stakeholder Engagement team is responsible for managing the organisations‟
reputation and brand, on building its media profile and proactive engagement with local
communities and stakeholder.

The World Class Commissioning agenda makes a compelling case for the investment and
prioritisation of communications and stakeholder engagement. It is noteworthy that the
Department of Health states that:

                  “The new world of commissioners and providers is already changing what NHS
                  communicators are being asked to do. If the PCT is to be the recognised leader
                  of the NHS locally then we need to start to build our understanding of how we
                  manage our most valuable asset – the NHS brand. We need to move from short-

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                  term and under-resourced commissioner communications to a place where we
                  can position the brand and increase service promotion.”

The Strategy that you read before sets out how NHS Haringey is investing and enabling its
communications and stakeholder engagement function to seize the agenda around
commissioning to put patients and stakeholder at centre stage. We will use our ability to
communicate with a wide variety of stakeholders by innovative methods to underpin our
commitment that everyone in Haringey, young or old, has the best possible chance of a long
happy and healthy life.

    3. Function and scope
NHS Haringey is the local NHS organisation, which commissions the services of hospitals, local
GPs, dentists, optometrists, the voluntary sector and other organisations. Our key role is to
ensure health care is available to all those living and working in Haringey. We do this by making
informed choices about the quality, type and amount of services we purchase for our residents,
which best meet their needs. The PCT also directly manages a number of health care services
such as adult and older people services and sexual health services. On 1st April 2008 we
transferred our children‟s services to Great Ormond Street Hospital (GOSH) and we now
commission children‟s services from GOSH.

Our overall aim is to improve the health and well being of everyone living in Haringey by
commissioning and delivering the highest quality care, based on the evidence about the needs
of each person and meeting the health needs of the diverse communities that we serve.

Haringey has a diverse population of approximately 224,000 people. Almost a quarter of local
people are aged 18 or under and almost half are from black and minority ethnic groups. There
are over 190 different languages spoken across borough.

    4. Our Stakeholder Engagement vision

Our vision is to build upon and embed meaningful stakeholder engagement and involvement in
the way we shape local health services so that it becomes the culture of NHS Haringey.

Principles of communications / stakeholder engagement
Our values as a PCT (see appendix 1.1.) have been weaved into the principles which underpin
how we communicate and involve stakeholders in our commissioning work: We pledge to:

        Work collaboratively with our partners on the Haringey Strategic Partnership to join up
         communications and stakeholder engagement and involvement so that where possible
         joint events are coordinated, learning is shared and best practice is adopted – as
         detailed in the Haringey Compact
        Develop innovative and creative ways to gather patient experience that will inform and
         shape our commissioning plans and strategies
        Create opportunities within the commissioning cycle for active patient participation and
        Ensure that our stakeholder engagement is clinically led and locally accountable and
        Actively listen, respond and take action where issues are raised
        Use best practice and quality communications and stakeholder engagement techniques
         and methods

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
        Learn from others and our own experience of what works well and what does not
        Communicate in an open, transparent and honest way with all our stakeholders
        Communicate timely, relevant and up to date information to our stakeholders including
         our own staff – ambassadors of the PCT
        Use plain English and jargon free communications that are accessible
        Develop a range of communications and stakeholder engagement approaches suitable
         for our diverse audience including seeking innovative ways to reach those communities
         and individuals who are rarely heard
        Go where we are needed rather than expect patients / public come to us.

    5. Situational analysis – strategic objectives

         Being the „local leader of the NHS‟ does not necessarily equate to high popularity stakes,
         as there is no doubt that transformational change can be challenging and unsettling. We
         know that our Primary Care Strategy, which we widely consulted on during 2007,
         provoked strong reaction from the local community and campaign groups. This reaction
         is akin to that surrounding the consultation of the Barnet, Enfield and Haringey Clinical

         We have learnt a great deal through both consultation processes about what works well
         and what does not, this experience has been informed our approach to how we will
         consult on the locality plans that will deliver the primary care strategy in Spring 2009.
         We want to transcend merely communicating and consulting with local people and
         stakeholders to actively engaging and involving them in the creation, development and
         delivery of health services. It is for this reason that we have employed Healthlink a social
         enterprise with a track record in creating conditions for „grass roots‟ involvement and
         engagement in local services. Their expertise and experience is invaluable and will
         facilitate engaging hard to reach groups, working with community and voluntary
         organisations in addition to opinion formers and campaign groups (e.g. Patients‟ Voice
         Hornsey stakeholder engagement and involvement programme) to create meaningful
         engagement about the services local people want to see delivered and to what standard.

         We are keen to trail this form of engagement and a new model of governance whereby
         local people can continue to be actively involved in their Neighbourhood Health Centre
         either through a community committee, social enterprise / community workshops or by
         keeping in touch with how the health centre is developing.

         We have ambitious plans for investing and creating a Communications, Stakeholder
         Engagement and Partnerships Directorate that will deliver leading edge communications
         and stakeholder engagement projects and initiatives. There will be a dedicated team
         with the expertise in internal and external communications, media and press work as
         well as stakeholder engagement which will be able to involve diverse interests, tailor
         make communication packages and reach those individuals and groups whose voices are
         seldom heard. Strengthening the capability and capacity of communications at NHS
         Haringey is a prerequisite to the success of its communications strategy. More detail
         about our plans can be found in Appendix 1.5.

    6.    NHS Haringey brand – Local Leader of the NHS
         Our brand ambition is to be recognised as a PCT that leads „transformational‟ change so
         that real and tangible improvements are made in the way local services are designed and
         delivered around patients‟ needs. We are committed to our vision that everyone in
         Haringey is enabled to live long, happy, healthy lives. This vision translates in our joint

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         work with the local authority through the Well Being Strategic Partnership, Children and
         Young Peoples Partnership, Mental Health Partnership board and related committees and
         groups. We currently share a Director of Public Health post which enhances our work
         around joint commissioning and creating healthy communities.

         There is no doubt that NHS Haringey is a recognised leader of the NHS within the
         borough, as evidenced from the media and press interest in the launch of the Primary
         Care Strategy, development of Hornsey Neighbourhood Health Centre and its work with
         BEHMHT on the reconfiguration of mental health services.

         A number of campaign groups, residents groups, Local Area Assemblies, community and
         voluntary groups request attendance by the PCT at their group meetings and
         involvement of health in a wide spectrum of issues from anti-poverty measures to
         transport and well being projects. This recognition might not always be favourable, as
         the PCT is trail blazing a controversial plan which seeks to make a difference to the
         health outcomes of Haringey‟s population and by addressing key issues around
         accessibility and quality of primary and community services. Change is never easy and a
         shift of hospital based services to community settings such as through Neighbourhood
         Health Centres has been met with as much positive reaction as negative.

         The PCT has sought to manage its brand by increasing its capacity and capability in
         press and media work. We have purchased additional consultancy support and regular
         advertorials in Haringey People – the local authority magazine delivered to all Haringey
         households. We have increased our investment in community involvement and
         engagement work through commissioning Healthlink and have commissioned training in
         consultation and inclusion techniques for PCT staff. A commitment in seeing stakeholder
         engagement and partnerships as a priority has culminated in the recruitment of a new
         Director for Communications, Stakeholder Engagement and Partnerships.

         Proactive work has been undertaken with the press and media including:
             Holding press briefings when „news worthy‟ items are launched
             Informal meetings with the press and media
             Regular press releases / statements
             Invitation to the launch / openings of new health centres, campaigns, attendance
                 at key events such as Lordship Recreational Festival.

         A significant amount of work is undertaken on developing strong and robust partnerships
         with the local authority, police, schools and further education providers, children centres
         and voluntary and community groups. Our staff are our ambassadors and a separate
         internal communications action plan has been created to address our most valuable
         asset. Only through the support, involvement and positive contribution of all our staff in
         commissioning and provider services can we help to affect positive attitudes and
         behaviours about NHS Haringey.

         We recognise that people lead busy lives. They live in a world where there is an
         attention economy. Brands with far more marketing clout than the NHS are competing to
         influence and get their messages heard. Distinct from an acute trust or mental health
         trust it is often difficult for people to understand the role and function of a PCT.
         „Commissioning‟ is a term little understood or recognised as is the title Primary Care
         Trust, as it is often associated with the provision of community services such as
         therapies and district nursing. As the PCT moves towards a purely commissioning

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         organisation rather than one that provides services a change of name is timely – NHS
         Haringey is more easily recognisable and strongly associated with the borough.

         Our insight work to date has given us the confidence to rebrand ourselves as NHS
         Haringey; the first step in our mission to do away with mixed messages of
         „commissioning, provision and engagement‟. We will endeavour to produce timely,
         informative and jargon free communications that are accessible and linked to a strong

         Healthcare for London

         HfL Principles
         Within our strategic plan our strategic goals are closely aligned to HfL principles and
         priorities and the work that is taking place across the capital to improve health services.

         The HfL principles have been interweaved into our strategic plan:
          Individual needs and choices
          Localise where possible centralise where necessary
          Integrated partnership working maximising skills of workforce
          Prevention better than cure
          Addressing health inequalities.

         Healthcare for London provided a framework for how services could be reshaped to
         improve health outcomes including maternity services, mental health acute care, long
         term conditions, planned care such as developing primary care services, health
         promotion and end of life care.

         During the early part of 2008 we held four public consultation meetings across the
         borough to find out what people thought about Healthcare for London; we encouraged
         people to log onto the HfL website, write to the central team, email or call to give their
         feedback. Any comments, suggestions and ideas on HfL received through the local
         meetings and our communications staff were forwarded to the central team.

         In 2009 all PCTs will be asked to consult their local population in relation to planned
         changes to stroke and trauma, in addition to urgent care and our Neighbourhood
         Development plans. A summary is provided below:
          Neighbourhood Development Plans (existing commitment) – April-June 09
          Stroke – 2009
          Trauma – 2009
          Urgent care – although this strategy is still in development this is likely to involve
             substantial changes to how urgent care is organised in the borough in 2009.

         OGC Gateway Process
         With the above plans full public consultations are being organised. We are working with
         NHS London‟s Reconfiguration team on the schedule we will need to put in place to
         satisfy the requirements of the Gateway Review, which involves two processes to quality
         assure any reconfiguration of services:
              Clinical review and scrutiny by the National Clinical Advisory Team (NCAT)
              Gateway review delivered through a peer review, in which independent
                 practitioners appointed by the Department of Health assess the robustness of
                 plans and processes.

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         The Gateway Review process has started for our Neighbourhood Development plans,
         Primary Care Strategy and will commence in January and end in late February / early

    7. Communications SWOT analysis

           Strengths                                              Weaknesses
            HTPCT is a recognised leader of the                   Capacity is insufficient when
              NHS within Haringey                                   matched against demand and
            There is a strong sense of                             projected need
              organisational drive and commitment                  Lack of „buy in‟ from some members
            Recognition that the TPCT is a trail-                  of the community to key changes the
              blazer at the forefront of                            TPCT is currently consulting on e.g.
              transformational change                               Primary Care Strategy
            Strong commitment and investment                      Gaps in communications capability
              in the Communications and                             within the system
              Stakeholder function including the                   Lack of communications expertise in
              appointment of a senior post –                        social marketing / market
              Director of Communications,                           segmentation.
              Stakeholder Engagement                               Media coverage and relationships are
            Buy-in and understanding of the                        largely local, need to increase to
              communications / stakeholder                          regional, national and trade as well
              agenda from the Board and SMT                        Need more robust matrix working
            Strong understanding from                              across other directorates which have
              stakeholders about the successes to                   a clear comms need – i.e.
              date but challenges ahead                             engagement and public health
                                                                   No brand recognition with Haringey

           Opportunities                                          Threats
            To be recognised as a world leader in                 Not being able to move beyond the
             PCT communications especially with                      communications „basics‟ (e.g. reactive
             the additional investment and                           media, corporate publications) due
             expertise in media relations and                      Inability to protect the NHS brand
             senior management support                             Lack of joined up working with the
            Website development along market                        local council
             segmentation lines                                    Lack of focus to drive the
            Joint working with Haringey Council                     organisational objectives
             in consultations                                      Poor credibility with some parts of
            To ensure effective signposting                         the community particularly campaign
            To raise expectations and awareness                     groups around the primary care
             of healthcare services in HTPCT                         strategy
            To deliver effective campaigns which                  Pulled into the media controversy
             affect behavioural change                               surrounding „polyclinics‟ on a national
            To develop local brand recognition                      level and as such being reactive in
            To raise awareness of HTPCT‟s                           press and media handling
             performance                                           Lack of brand awareness in a year‟s
            To develop matrix working and work                      time
             together as teams to bring added
             value to the HTPCT‟s efforts to tackle
             health inequalities in Haringey
            To develop ways of working with

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                comms teams in partner
                organisations which adds value to
                Haringey wide communications

Communications PEST analysis

           Political                                              Environmental
            World Class Commissioning                              Balance between visible
              assurance framework                                     communications activity and public
            Our NHS, our future (NHS Next Stage                      perception of how money spent –
              review) – empowering staff and                          value for money
              increasing choice for patients                        Partnership – not competing with
              particularly around quality and                         partners but working with them to
              patient experience                                      get maximum PR for activities and
            Comprehensive Spending Review                            initiatives (and joint reactive
            National and London wide policy                          statements)
              decisions - HfL                                       Greenest Borough strategy –
            Stakeholders – particularly media and                    commitment for the PCT to become
              local politicians interest in                           a „green‟ employer – part of this
              Neighbourhood Development plans.                        through raising awareness and staff
                                                                      / public / patient communications.
           Social                                                 Technological
            Increasing public expectations of                     Greater use of new media,
              services and what health services can                  particularly internet and growing
              offer – particularly in relation to                    development of website to reflect the
              access, standards, drug and                            work around social marketing and
              treatment therapies                                    market segmentation which will
            Diverse population – relatively young                   facilitate greater interaction,
              population and large percentage are                    engagement and influence
              black and minority ethnic                            Increase in social marketing – using
              communities                                            techniques and approaches to bring
            Transient population – particularly                     about behavioural change
              homeless, students                                   Use of patient choice by patients /
            Growth in the population by 2039 an                     GPs
              additional 15,000 people will live in a              Introduction of RIO – healthcare
              borough which at present has 30,000                    records
              on its housing list waiting for social

    8. Competition

         The role and remit of NHS Haringey is to commission high quality services that meet the
         local needs of its population. In order to fulfil this function the PCT must plan its
         commissioning activities informed by the strategic needs assessment of Haringey
         residents, predictive modelling, national and local policy drivers and new innovative
         techniques on what treatments and patient pathways provide the best possible health
         outcomes for people. As the primary commissioner of NHS services within the borough it
         does not have direct competition in this function.

         However, work is underway across the North Central Sector on the creation of an Acute
         Commissioning Agency which will be responsible for negotiating and managing acute

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         contracts on behalf of the five PCTs within the sector. Simultaneously provider services
         are working on plans to establish Autonomous Provider Organisations; Barnet PCT and
         Camden PCT have both advanced this work. At this present time NHS Haringey is allied
         to Islington Provider Services in a partnership which brings together the critical mass of
         knowledge, expertise and skills across both community service providers. Work is
         underway to assess the options open to NHS Haringey / Islington PCT for either a
         business merger, an alliance model comprising two or three PCTs; and or accelerate the
         work on integration with the local authority. This change of organisational structures
         has important implications for the organisation particularly communicating with our
         partners and staff on what the changes mean and ensuring the case for change is easily
         understood; allowing for buy-in and support from stakeholders.

         A number of organisations provide healthcare services for Haringey patients. The North
         Middlesex University Hospital Trust is the main provider of acute services closely followed
         by the Whittington Hospital NHS Trust, Royal Free University Hospital Trust and UCLH.
         Mental health services are provided to the PCT via Barnet, Enfield and Haringey Mental
         Health Trust. There are, in addition, a small number of out of area contracts. Primary
         care services are provided by general practitioners, dentists, pharmacist and
         optometrists. There is a joint commissioning budget with the local authority for
         continuing care and learning disabilities.

         One of the key competencies in World Class Commissioning (WCC) is the ability to
         „stimulate the market‟ such that a wide spectrum of providers is commissioned to deliver
         services. This drive to offer patients greater choice and in time personalisation of their
         care has created the conditions by which the independent and voluntary sectors can
         provide a broad range of services under contract with the PCT, from walk in services to
         day centre opportunities. We have developed a Contestability Framework and will in time
         develop a Commercial Strategy which creates the framework to tender the provision of
         new services. We are currently in the midst of tendering for a new GP led health centre
         to be based at the Laurels Healthy Living centre. A communications and consultation
         plan has been produced so that patients, the public and stakeholders are involved in
         establishment of a new GP led health centre. A lay representative (currently a patient of
         the Laurels) has been appointed to sit on the procurement panel to consider the
         submissions put forward. In commissioning our services we involve service users to
         provide insight and understanding of improvements that can be made to the design of
         services to meet patient needs such as through the Mental Health Users Group, and
         Diabetes group. This information is then fed into the service specification that is required
         from a provider organisation such as the Mental Health Trust and local GPs for enhanced
         services. A good example of where this has worked particularly well is the Mental Health
         contract which includes a raft of schedules which include patient satisfaction metrics.
         Additionally work is already underway through practice based commissioning to secure
         the best providers of new and innovative community services that the PCT is expected to

    9. Stakeholder analysis

         During 2007 the TPCT undertook a significant piece of work in support of our
         consultation process for the Primary Care Strategy. A stakeholder mapping exercise was
         undertaken which considered the vast range of interests in the borough. We linked
         closely with the Equalities Team and the Consultation Team within Haringey Council as
         both held their own stakeholder lists as well as HAVCO, Haringey‟s local voluntary
         organisation. The results of this work fed into a large database with well over 1,000

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
         named organisations and individuals keen to be kept informed and updated on
         developments in health services. The database contains the following organisations:

                 Partnership boards and committees
                 Local Councillors
                 MPs
                 Key officials within LBH
                 Neighbourhood Managers
                 Fire Service
                 NHS organisations
                 Social Services
                 Police
                 Schools / further education providers
                 Voluntary and community groups
                 Campaign and special interest groups
                 Charities
                 Resident associations
                 Housing Associations
                 Other statutory organisations
                 GPs, dentists, optometrists, pharmacists
                 Practice managers and receptionists
                 Private sector providers (Chilvers McCrea, Inhealth)
                 Individuals and groups.

         A stakeholder map is outlined at Appendix 1.3

         During the consultation period on the Primary Care Strategy and BEH Clinical Strategy
         we obtained a wealth of feedback on engaging and involving people in how health
         services should develop. The information we received was consolidated into the
         consultation report (see related documents section) and an in-depth evaluation of the
         techniques and methodology for engaging different audiences was undertaken by a
         member of the commissioning staff as part of her management development
         programme. This learning was shared with the communications / partnerships and
         commissioning teams.

Lessons learnt and incorporated into our planning
           Ensure that the consultation process and feedback mechanisms are embedded in
             the work of the TPCT so that it becomes a feature of key partnership meetings
             and events
           Advertise and publicise the consultation in a variety of formats, tailored to
             different audiences such as older people, young people, parents with children etc
             – use market segmentation techniques to communicate more effectively
           Use social marketing tools such as Mosaic to better understand the wants, desires
             and aspirations of Haringey people
           Publicise the consultation by those means that reach the broadest spectrum of
             people e.g. regular issues of Haringey People, website, community / local
             resident magazines
           Redesign the website from a patient / public viewpoint
           Seek out innovative and creative ways of involving hard to reach communities
             and groups through employing a „third‟ party or through successful mechanisms
             that are proven to work such as faith groups / community groups / residents

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
              Gather feedback and comments in a systematic way, ensuring that the 24 hour
               hotline and email address is answered promptly by skilled communications
               professionals rather than administrators who cannot necessarily answer the
              “Go to where patients and the public meet,” rather than hold large scale public
               meetings and hope that public come to you
              Train consultation facilitators so that potential and real conflict / confrontation
               can be diffused and meaningful engagement can be ascertained
              Address capacity and capability issues in the communications team.

         All of these findings have been translated into recommendations are included in the
         appended action plan.

         10 Enabling us to be a World Class Commissioner in a World Class
         NHS Haringey sees itself as leading transformation change through such strategies as
         BEH Clinical Strategy, Primary Care Strategy and the work with partners in the Haringey
         Strategic Partnerships to reduce health inequalities and narrow the health gap that exists
         in the borough.

         We are committed to being world class commissioners (WCC) in a world class
         organisation. A thorough assessment of the WCC competencies has been undertaken
         with each of the competencies rated according to the 4 point scale. The assessment of
         WCC competencies that we have undertaken over the past 3 months has provided a
         mechanism to closely scrutinise and evaluate our approach to commissioning. We have
         held a series of workshops which have challenged the executives and senior managers
         on their assessment of WCC competencies. This has allowed us the space and time to
         fully evaluate our relative position in terms of strengths and weaknesses in relation to
         our capacity and capability as world class commissioners, much of this analysis can be
         found within the Organisational Development Strategy.

         The three day workshop „look out, not up‟ provided the initial opportunity for the senior
         team and clinical leaders to actively challenge our capacity and capability as an
         organisation to reach the upper quartiles of each of the competencies. In particular there
         was recognition that all of the 10 competencies underpinned competency 1 Local Leader
         of the NHS. There was acknowledgement that we needed to invest in communications
         and stakeholder engagement if we are to be rated in the upper quarter of competency 3
         – proactively build continuous and meaningful engagement with the public and patients
         to shape services and improve health. An assessment of our capabilities and capacity in
         relation to competencies 1, 2 and 3 is set out in Appendix 1.4. The details of the
         investment in communications and stakeholder engagement can be found in section 20.

         On an aggregate level we consider that in relation to competency 3 we are a strong 2
         moving towards a 3 across all three indicators in the next 12 months and a 4 within 24
         months. This confidence rests upon the additional investment, commitment and
         innovative programmes that we are establishing over the next 18 months including
         community development workers; creating local involvement approaches with the help of
         Healthlink; developing opportunities for stakeholders to be involved in various stages of
         the commissioning cycle; to the proactive social marketing and communications
         campaigns we are leading on. With competencies 1 and 2 our assessment is of a level 3
         in both competencies – details can be found in Appendix 1.4.

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
         11     Key marketing and communication learning

         Steps have been taken to address the gaps in our capacity and capability arising from
         the meticulous assessment we have undertaken on the WCC competencies. In the short
         term (last 9 months) we have pumped prime communications and stakeholder
         engagement team with additional resources, with a long term strategy focused around
         restructuring the function and additional investment in innovative social marketing and
         market segmentation initiatives.

         We have recruited a specialist in media relations, some additional support was also
         provided in the summer 2008 from London Communications Agency, to assist the PCT to
         establish a media handling protocol and kick-start a more proactive approach to
         engaging the local press. More details of this work can be found in the action plan.

         We have listened to what patients, the public and other stakeholders want and that is
         real community engagement and involvement in our commissioning plans rather than
         mere consultation. It is for this reason that we have employed a „third sector‟
         organisation (Healthlink) to create the mechanisms and methods for community
         engagement that can feed into a consultation process and also offer the local community
         a feeling of ownership and involvement that goes way beyond consultation. This is the
         bedrock of the stage two process around consulting stakeholders on the Neighbourhood
         Development plans.

         As part of our marketing approach we commissioned a „community survey‟ of 1,000
         homes across Haringey by a major marketing organisation. We worked closely with
         Haringey Council using the same techniques as the resident survey which been
         coordinated on an annual basis for the past 19 years. The quota sampling and
         methodology mirrored that of the resident survey.

         A list of questions were posed to local residents about their current level of satisfaction
         with primary and community services, what changes and improvements they would like
         to see; their mode of travel to their GP/health centre and if they were prepared to travel
         any further to access extra services. This survey compliments the work we have
         commissioned from a transport consultancy to undertake a study on the accessibility of
         our health facilities, in response to concerns from the first round of consultation of the
         primary care strategy. Both these pieces of work review current patient / public
         satisfaction with services and suggestions for improvements and changes. This work
         along with other information about patient experience such as PALS/complaints,
         healthcare commissioned surveys and local patient satisfaction surveys will be used to
         shape and plan the Neighbourhood Development plans for the commissioning of primary
         and community services.

         We reviewed our marketing and publicity campaigns in 2007/08 and bids were put
         forward to increase investment as part of the investment strategy for 2008/09.
         Additional money has been invested during the year to secure the next 15 copies of
         Haringey People (Haringey Council magazine distributed to all households in the
         borough). A series of campaigns are being run in Haringey People on public health
         messages such as safe drinking, safe sex and smoking cessation, amongst many others.
         The magazine has also been used to publicise the community survey and headline
         results will also be published in following editions.

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
         Complementing this work if the seven social marketing programmes that are currently
         being commissioned to increase the uptake of screening, early detection of a long term
         condition and empowering people to make healthy choices in diet and lifestyle:
              Increasing uptake of smoking cessation services among priority groups in
              Increasing uptake of Chlamydia Screening among 15-25 year olds in Haringey
              Increasing uptake of Early Antenatal Screening in Haringey
              Increasing early detection of Diabetes in High Risk Groups in Haringey
              Reducing Childhood Obesity in Haringey
              Increasing uptake of Breast Screening in Haringey
              Increasing uptake of Cervical Screening in Haringey.

         In addition to stepping up our campaign work we are working on redesigning our
         website – to improve its functionality and accessibility. The site will be cleaner, brighter,
         easier to navigate and will provide patients / public and stakeholders with the
         information they need and want. In the financial year 2009/10 this work will be
         progressed as the website will developed around market segmentation, so that the
         website is tailored in its approach to informing, advising and educating different
         populations – teens, young people, those in mid life and older people (see Appendix 1.5
         action plan).

         Over the next 9 months the PCT will be in the second stage of its consultation on the
         Neighbourhood Development plans. These strategic communications campaign will be a
         very intensive requiring a great deal of coordination and planning as well as delivery.

12. The Commissioning Cycle - stakeholders at the heart of all that we do
      We need a step change in how we support and empower individuals and local
      communities to engage fully with their own health and well being so that they are better
      informed and empowered to make healthy choices. It is through our preventative work
      with individuals and focus on building communities via the healthy communities‟
      programme that people will be better able to change their health behaviours.

         Simultaneously we are building on our stakeholder engagement work by developing
         more sensitive and responsive mechanisms for listening to engaging with and responding
         to the needs and choices of local people in the services that we commission on their
         behalf, in particular focusing on the impact of service design and development of
         equalities through comprehensive equalities impact assessments. Key elements of this
         work will include Neighbourhood Development Planning which is being clinically led by
         local GP collaboratives. This is in tune with the needs and requirements of their local

         Much of the frustration experienced by patients and the public is based on the feeling
         that they are often involved in the tale end of any new proposals or changes to existing
         services, such that their views cannot affect what has already been decided. A
         commitment to embedding stakeholder engagement in all our commissioning strategies
         and plans means that we need to work with all stakeholders be they voluntary /
         community groups / patients / public or statutory agencies at the earliest opportunity
         before proposals come to fruition. To do this, we need to find opportunities within the
         commissioning cycle where stakeholders can meaningfully contribute to the shaping of
         commissioning strategies and plans.

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
           Figure 3 below visually represents how stakeholders will be engaged in the
           commissioning cycle.

           Stakeholder opportunities in the Commissioning Cycle.

                                                                                E.g. involving
                                                                                stakeholders in the
                                                                                investment strategy
                                                                                and key priorities

E.g. involving                                                                          E.g. involving stakeholders
stakeholders in                                                                         in developing the
designing patient                                                                       Neighbourhood
metrics such as                                                                         Development plans – PC
customer care                                                                           Strategy, MH User Group,
standards –                                                                             Diabetes pathway
Healthlink work on

             E.g. involving                                                 E.g. involving
             stakeholders in the                                            stakeholders in MH day
             procurement of new                                             opportunities, foot
             contracts – GP Led                                             health services and
             Health Centre                                                  health and well being
                                                                            services in NDP

           The approach we will take to involving and engaging stakeholders in the process of
           commissioning is mapped out in Section 13 and 14 – linked to our strategic goals and
           detailed in the action plan (Appendix 1.5).

           Benefits stakeholder involvement and participation will bring to
           commissioning process and decision making:
           There are a wealth of benefits and advantage of involving stakeholders in developing
           and designing health services. A snapshot of just some of those benefits is:
               Well informed users can provide insight and understanding as to how services are
                  received by patients / what works and why certain services may be poorly used
               Well informed stakeholders who can work early on with commissioners on making
                  the links and interconnections with the local authority as well as voluntary and
                  community groups
               Effective integration of services early on in the planning cycle

  Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                 Offering new and innovative ways of designing services that are culturally
                  responsive and meet the needs of a diversity of people
                 Services that can be delivered more effectively if they are tailored and prioritised,
                  thereby leading to better use of resources
                 Robust and effective feedback mechanism mean that problems can be resolved
                  more quickly and efficiently reducing patient dissatisfaction and wasted resources
                 Better job satisfaction for staff and better health outcomes for patients
                 Improved understanding of patient and public priorities of healthcare can give the
                  PCT commissioning a clearer mandate for change
                 Enhancing the organisation‟s reputation.

13 NHS Haringey’s strategic goals / communications objectives

         Our strategic goals as contained in our strategic plan provide the fundamental structure
         upon which the Communications / Stakeholder Engagement Strategy is based.

         To achieve our strategic goals we will work in close partnership with health professionals
         ensuring that clinical strategies and plans are clinically led and locally responsive. We
         already work in close partnership with the local council on shaping the health and well
         being agenda for Haringey residents as such we have ensured that the 8 outcomes are
         closely linked to Local Area Agreements (LAA).

         This section summarises our key objectives for year one of our five year plan. They have
         been developed as five key goals:

        Strategic goals                       Communications / stakeholder engagement objectives
        Goal 1
        Quality and Access                    We will establish community participation and involvement
        We will address the                   processes which actively involve stakeholders (including our
        fundamental inequalities in           own staff) in what services will be provided in our NHCs, to
        the quality and access to             what standards and what form of governance will be in place.
        primary care services
                                              We will undertake a formal consultation of our Primary Care
                                              Strategy – a full public consultation of the Neighbourhood
                                              Development plans in the Spring 2009.

                                              We will systematically collect patient experience of primary and
                                              community services e.g. national and local surveys to inform
                                              and shape how we commission such services. Patient
                                              involvement will be included in the procurement process for GP
                                              Led Health Centre and a series of stakeholder engagement
                                              sessions will be held.

                                              We will develop publicity and marketing techniques that
                                              provide patients with up to date / to the minute information
                                              and news such as Haringey Health News, features in every
                                              edition of Haringey People and redesign of the website.

                                              We will develop a proactive media / press action plan, to dispel
                                              myths and mis-informed communications about the PCT e.g.
                                              primary care strategy - through positive press releases,

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                              advertorials, and press briefings. So to promote a positive
                                              recognition of NHS Haringey‟s brand.
        Goal 2 Healthy Starts
        We will ensure that all               We will devise a series of social marketing programmes that
        children and young people             are aimed at children and young people and focus on sexual
        in Haringey have the best             health, childhood obesity, breastfeeding that will tackle
        possible chance of a healthy          sustained behavioural change.
                                              We will redesign our publicity and marketing materials using
                                              social marketing data obtained via Mosaic to communicate in
                                              an accessible way that speaks to a „generation‟ of young
                                              people. We will do this in partnership with schools, children
                                              centres and the Children and Young Peoples Partnership

                                              We will design information leaflets and materials that are
                                              accessible to people with learning difficulties; giving them
                                              information in way that can help them make informed choices.

        Goal 3
        Good Mental Health and                We will ensure that all our communications are targeted so
        Well being for all                    that we communicate in a way that is culturally appropriate
        We will commission timely,            and accessible. This will be achieved through a systematic
        effective services that are           appraisal of our communications material and adopting best
        culturally appropriate,               practice e.g. Bromley by Bow – patient information.
        provided in the least
        stigmatising environment as           We will commission training from a suitable provider on
        close to home as possible.            stakeholder engagement and consultation techniques /
                                              methodologies so that we develop best practice on hearing
                                              and acting on the voices of those who are „hard to reach‟.

                                              We will work in collaboration with the Mental Health Users
                                              group to develop a broad range of communications publicising
                                              the services of IAPT and CAMHs that „speak to‟ children and

                                              We will involve patient representatives in designing and
                                              delivering mental health services through the Mental Health
                                              User group.

                                              We will systematically collate patient experience of mental
                                              health services IAPT / CAMHs and inpatient services to inform
                                              and shape the commissioning of such services. In addition to
                                              involving patients in performance monitoring providers.
        Goal 4
        Preventing and Managing               We will use social marketing programmes focused on changing
        Long Term Conditions in               health behaviours e.g. smoking, obesity / diet. We will involve
        Adults                                patient representatives in the procurement process for
                                              awarding social marketing contracts.
        We will commission an
        equitable, fully integrated           We will use social marketing information to shape health
        approach of preventing and            prevention / promotion campaigns targeted to those who have

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
        managing long term                    long term conditions e.g. regular features in Haringey People,
        conditions                            Haringey Health News, advertorials etc.

                                              We will work collaboratively with Haringey Council and local
                                              community groups on key events and festivals to publicise and
                                              raise awareness of health campaigns / expert patient
                                              programme e.g. Tottenham Festival, Lordship Recreational

        Goal 5
        Building Healthy                      We will recruit and train health trainers to work with
        Communities                           communities in a holistic way to adopt healthy behaviours and
        We will support individuals           find innovative „grass roots‟ approaches to actively engaging
        and communities to fully              people in their health.
        engage in their own health
        and well being using holistic         We will use a variety of tools and techniques including social
        and empowering strategies .           marketing, new arrival packs, community trainers, market
                                              segmentation, patient / public representatives on reshaping
                                              the patient pathway and innovative communications to tackle
                                              the health gap in Haringey.

    14. Communications and stakeholder engagement goals

         Our strategic goals have informed our communications / stakeholder engagement goals
         which are summarised below

                 Meaningful community engagement, involvement and consultation –
                  developing innovative and creative ways to involve the local community and key
                  stakeholders in our commissioning plans and strategies which goes beyond the
                  „usual suspects‟ to ensure that we listen, respond and take action (e.g. work with
                  Healthlink, stages within the commissioning cycle, patient representatives for
                  redesigning care pathways)
                 Social Marketing Health campaigns which challenge and change unhealthy
                  lifestyle choices and encourage individual responsibility – matrix working across
                  public health and communications / stakeholder engagement on social marketing
                  and health promotion campaigns, based on identifiable goals and clear
                  understanding of the audience‟s communications needs (e.g. diabetes, sexual
                  health, obesity)
                 Accessible, timely , culturally sensitive and inclusive communications
                  and stakeholder involvement regular communications which are clear and
                  understandable; using a media mix to drip feed messages and ensuring
                  communication with a range of audiences, including hard to reach groups and
                  new audiences (such as people who work but do not live in the borough)
                 Maximising the patient experience through systematically collating patient
                  satisfaction /experience surveys such as the HCC annual patient survey
                  undertaking local market research and using the complaints, PALS, compliments
                  data to inform commissioning plans; and as feedback to improve service delivery
                 Partnership working through the Haringey Strategic Partnership and
                  underpinning partnership groups to tackle our key priorities and goals around
                  reducing health inequalities and improving the health and well being of Haringey

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                  people. Also seeking further collaboration through scoping out possibilities on
                  joint consultations and communications
                 NHS Haringey’s brand and reputation – developing and enhancing the brand
                  through proactive and reactive media management, including crisis management
                  and planned proactive work; creating ways to meaningfully engage with the local
                  community and through marketing and publicity campaigns.
                 Staff communications - which keep staff informed, motivated and provide
                  feedback mechanisms to foster a culture of being valued.
                                                             See the action plan in Appendix 1.5

15. Target audiences

NHS Haringey has a variety of publics, or target audiences. In broad terms, they can be divided
into two groups – internal and external. The internal audience is primarily made up of PCT staff,
with the addition of the Board and Clinical Executive Committee members.

         The main stakeholder groups include:

                 Patients and service users
                 The public
                 Carers
                 Campaign groups / special interest groups
                 Providers – such as primary care contractors, NHS trusts and NHS foundation
                  trusts and independent sector
                 Partners – such as the local council, police, fire and rescue, voluntary and
                  community sector etc
                 Government – both local and national and including, MPs, the Department of
                  Health and NHS London, Strategic Health Authority
                 Employers – who have much to gain from having a healthy workforce
                 The media including regional and national press
                 Specific community, religious and faith groups
                 Educational bodies and professional associations
                 Independent regulators.

         Throughout our communications work we will ensure that each of these target audiences
         is appropriately communicated with.

Working with Clinicians
We have a proven track record of wide-ranging clinically-led change initiatives. This has
     BEH clinical strategy – acute hospital reconfiguration;
     Primary Care Strategy
     Rehabilitation and Intermediate care strategy (in progress);
     Musculo-skeletal triage service
     Dermatology GPSI;

We have a systematic approach to involving and engaging with local clinicians in our strategic
development at every level so that our strategic direction and methods of implementing our
strategic objectives are shaped by and agreed with them on an ongoing basis. In particular local
GPs have played and will continue to play a lead role in developing and implementing our
Primary Care programme.

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Key elements of our approach include:

         The Clinical Executive Committee (CEx) which is the Programme Board for Primary Care
         Our 4 sessional GP Clinical Directors leading Practice Based Commissioning across GP
          Collaboratives and working with secondary care consultants on pathway re-design and
          leading on local implementation of World Class Primary Care through Neighbourhood
          Development Planning and leading locality planning teams.
         2008-11 Investment Planning process
              o clinical services invited to submit proposals
              o decision-making panel included 2 GPs
              o consultation event with stakeholders (including clinicians)
         A number of care group/condition focused work streams including Primary care mental
          health LES involving 4 GPSIs with local & clinical leadership role, Diabetes Review Group
         Local guidelines for disease management clinically led– e.g. diabetes, stroke, cardio-
          vascular, respiratory
         PCT liaison groups with LMC, LDC, LPC, LOC and related contractor educational events
         GP education and engagement events – quarterly events on priorities (diabetes; mental
          health; sexual health; infection control)
         RiO (IT system deployment) – Transformation Lead is job-share by clinicians
          (physiotherapist & health visitor)
        Finance & activity and GP balanced scorecard - disseminated to GPs with outliers
         identified & supported to improve.

    We involve our local clinicians in all aspects of our business; they are integral to the
    development and shaping of care pathways and development of new innovative treatments
    and approaches which will help us to achieve our goals and objectives. We are committed to
    all clinical strategies being clinically led and responsive to local needs, wants and aspirations.
    We ensure that all our strategies are „fronted‟ by clinicians, who can explain the rationale for
    change and the benefits to patients.

    Working with our Partners

We have a good history of working with our partners through the HSP and in particular in
developing joint strategic approaches to shared priorities around health and wellbeing. This has
been achieved through

   Joint posts with the Council, including the Joint Director of Public Health, appointed in
    January 2008

   Ongoing dialogue on health and wellbeing issues in partnership boards, in particular the LSP,
    Well Being Partnership Board, and Children and Young People Strategic Partnership, as well
    as Overview and Scrutiny

   Special events to engage partners on the PCT‟s strategic planning and investment strategy,
    and a health inequalities conference for elected members and NEDs.

   Shared performance targets where health needs are well represented in the LAA with 14 of
    the 35 being directly related to people‟s health, and many more relating to wider
    determinants. Choice of targets was demonstrably influenced by two pieces of joint work
    that predated the JSNA: the Well Being Strategic Framework, a joint performance framework

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
      for adults‟ wellbeing, and the children and young people‟s needs assessment. The PCT and
      partners regularly review progress on LAA targets.

     Agreed basis for Joint Strategic Needs Assessment - There is a partnership-based Joint
      Strategic Needs Assessment steering group and project executive, with representation from
      PCT, Council and voluntary sector, which successfully completed Phase 1 of JSNA in July
      2008. Phase 2 is under way and will concentrate in detail on mental health.

      Working with Providers
      We aim to continue to diversify our market of providers from all sectors able to offer high
      quality services that meet the needs and preferences of people in Haringey. We believe that
      patient choice is a fundamental component of an effective and responsive health service for
      local residents. The PCT is seeking to create an environment which supports a range of
      providers to flourish and to deliver high quality responsive services to its residents. Equally
      engaging with a wider range of providers will also bring a wide range of views and ideas into
      play informing not only from whom we commission services but also the nature of the
      services that we aspire to commission.

      The PCT recognises the important contribution that community and voluntary sector
      providers can play in helping it to meet its strategic objectives. We are particularly keen to
      support the further development of a strong community and voluntary sector provider base
      within the borough and will work with partner organisations in the implementation of a
      policy to achieve this.

      Media / local press
      The media is both an audience and a means of communicating with other audiences. As an
      NHS organisation we are accountable to the public; the vast majority of peoples‟ knowledge
      of the NHS is either derived from personal / family experience or through what they hear,
      see or read through the media.

      Out of all our audiences, the media has the greatest ability to influence our reputation. For
      this reason alone, it is crucial that good media relations form one of the core principles of
      our communications strategy. The media are both an audience and a communications
      vehicle with the capacity to enhance or damage a reputation. By working on a basis of
      mutual professional respect, we will continue to build upon a relationship of trust with the
      media through proactive press releases, briefings and reactive work when press statements
      are needed. We are doing this through the recruitment of specialist media / press
      management support on an interim basis moving to a permanent post within the next 12
      months. We will have dedicated media / press support to create proactive stories of interest
      focusing on patients and people. We will create a reputation where the PCT is seen as an
      organisation where journalists can contact for comment and advice on health and well being

17.      Crisis communications plan

         In an emergency situation or in dealing with a crisis it is important the PCT has a
         communications plan. A range of plans have been developed in response to critical
         incidents such as a flu pandemic and „major incident‟. These plans complement the Flu
         Pandemic Strategy and the Major Incident Plan.

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
18.      Role for public and stakeholder consultation

         The Communications, Stakeholder Engagement and Partnerships Directorate is
         responsible for setting the standards, procedures and processes for communications and
         stakeholder involvement and engagement. The Directorate provides specialist advice on
         patient and public consultation and partnership development.

         A Non Executive Champion has been appointed for Stakeholder Engagement.

         An action plan underpinning this strategy is attached in Appendix 1.5.

19.      Risk assessment

         Risk                                     Mitigation
        Lack of capacity and capability               Restructuring of corporate services by creating new
        in the communications /                          directorate (Communications, Stakeholder
        stakeholder engagement /                         Engagement and Partnerships)
        partnerships team                             Recruitment of Director of Comm/Stakeholder
                                                         Engagement and Partnerships / NED appointed
                                                      Interim press / media management expertise
                                                      Additional comms support purchased via LCA
        Negative press / media                        Recruitment of interim dedicated support for press /
        coverage                                         media
                                                      Proactive press stories, press briefings
                                                      Produce publicity materials available through the
                                                         website / as newsletter
                                                      Relationship building with local journalists and
                                                         freelance journalists
        Partnership / stakeholder                  Stakeholder mapping exercise is undertaken and key
        engagement work is                          relationships with partnership boards/ groups and LAA
        fragmented and lacks                        assigned to senior managers within PCT
        coordination                               Create meaningful engagement and consultation
                                                    processes around Hornsey NHC & Neighbourhood
                                                    Development plans
                                                   Ensure NHC / Development plans clinically led
                                                   Keep key stakeholders informed of progress on NHC plans
                                                    Cllrs, OSC, press, media, campaign groups etc
                                                   Seek campaigns which have equal gravitas for all parties,
                                                    not favouring one
                                                   Offer column/webpage for individual stakeholders in
                                                    internal staff magazine/intranet/internet – to get across
                                                    any specific messages
        Brand awareness of NHS                     Continued proactive media and public awareness activity,
        Haringey with the public is not             reinforcing Haringey NHS
        increased / poor reputation                Proactively counteract myths about the PCTs primary care
        management                                  plans
                                                   Extend innovative work on stakeholder engagement and
                                                    involvement across the borough
                                                   Internal campaign with staff to raise the profile of the

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                      importance of Haringey NHS brand

        Consultations on Hornsey NHC                      Recruit new Director ASAP
        and locality plans overwhelm                      Ensure that the consultation is clinically led and
        Communications / Stakeholder                       responsive to local concerns – assign GP leads roles
        Engagement team                                   Create a consultation action plan that compliments
                                                           the consultation business case (Gateway review)
                                                           assigns roles and responsibilities to managers within
                                                           commissioning teams
                                                          Relentlessly communicate with staff so that they are
                                                           well informed and can act as ambassadors.

20.      Evaluation plan

We learnt a great deal through systematically evaluating what has worked well and what had
not during the consultation on the BEH Clinical Strategy, Primary Care Strategy and Healthcare
for London events that we organised in the early part of 2008. This evaluation was invaluable to
the communications plans that have been drafted for stage two of the consultation on the
Neighbourhood Development Plans. Any evaluation must be evidence based and provide
learning. To that end we have setup mechanisms by which we will audit community /
stakeholder engagement and involvement.

The world class commissioning assurance framework measures the PCT against the
competencies, as outlined in section 3. Communications has a role within most of the
competencies but specifically within:
          Locally leading the NHS
          Working with community partners
          Engaging with public and patients

We will be measured through public polling data, 360 stakeholder reviews and media
evaluation. This information will be incorporated within our annual evaluation of communications
/ stakeholder engagement activities.

In addition, we will conduct our own evaluation. In general terms, this will include:
            Media evaluation – quantitative and qualitative
            Audits – internal communications and external communications
            Focus groups
            Staff surveys
            Patient surveys
            Feedback at formal meetings (internal and public)
            Compliments and complaints
            PALS enquiries
            Community surveys
            Involvement and engagement feedback
            Consultations.

21.      Financial analysis

During 2007/08 the budget for communications was approximately £60k non-pay including
consultation costs and publicity and £120k for staffing including a full time communications
manager, 40% of the Head of Corporate Development‟s time on partnerships and 30% of the
Director of Corporate Services and Partnerships‟ role. During 2008/09 significant investment has

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
been made in funding a range of communications / stakeholder engagement projects and
initiatives. Table 1.1 below provides details

Activity                                 Description                 Cost
Staffing costs                                                       £180k (part year affect)
Head of Communications                   Full time
Head of Stakeholder
Engagement and Partnerships              Full time from October 08   Restructured post
Interim Press Lead
Director of Communications,              Full time from Sept 08      Interim new post
Stakeholder engagement and
Partnerships                             Newly appointed Nov 08      New post.

Consultancy support work       London Communications                 £15k
Community Survey               Door to Door survey of                £34k
                               residents to find out about
                               their experiences of Primary
Transport analysis             Transport analysis                    £17k
Mystery shopping – qualitative Mystery shopping                      £20k
Haringey People                Booked approximately 15               £25k
                               issues of Haringey People
                               (LBH magazine) delivered
                               door-door covering more than
                               100,000 homes.
Training – consultation and Training programme designed              MPET funding £12k
engagement techniques          specifically for Haringey /
                               Enfield PCTS
Events                         Lordship Recreational Festival,       £12k
                               AGM Health Themed event,
                               recent HfL event etc
Healthlink                     Involvement and engagement            £30k
Advertisements, publicity      Advertorials in newspapers /          £30k
                               yellow pages etc
Website redevelopment          Website redesign – patient /          £10k
                               user friendly design

In addition, funding from other directorate budgets has been secured to be used where
possible, specifically to run campaigns (diabetes social marketing; health trainers; community
development are funded by public health).

Related Strategies and plans
    Strategic plan
    Organisational Development Strategy
    Primary Care Strategy
    Consultation Strategy and Plan, Primary Care Strategy (phase 1, 2007)
    Equality Impact Assessment (Primary Care Strategy 2007)

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
        Consultation Business Case (Hornsey NHC)
        Consultation Business Case (Neighbourhood Development Plan)
        Internal Communications plan
        Media plan and protocol
        Website / intranet protocol and guidance
        Communications toolkit

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                                    Appendix 1.1
                         NHS Haringey’s Vision and Values

Section 2: Our Vision and Values
Our Vision – Long, Happy, Healthy Lives in Haringey

Our overarching aim is to work with our partners and local people, to ensure that everyone in
Haringey, young or old, has the best possible chance of a long happy and healthy life.

Our aim reflects our key strategic objectives as an organisation:
    To improve the overall health and wellbeing of our population
    To improve health outcomes for local people
    To improve life expectancy of our population and to tackle the significant health
       inequalities that exist between communities in Haringey

Over the next 5 years we will focus our energies on achieving 5 local goals which we believe will
have the most significant impact on achieving these strategic objectives in the medium term and
which closely reflects the needs of our population, the achievement of core quality and
outcomes and takes into account what is important to our stakeholders.
    We will implement World Class Primary Care and by doing so address the fundamental
       inequalities in the quality of and access to primary care in Haringey
    We will ensure that all children and young people in Haringey have the best possible
       chance of a healthy start
    We will commission mental health and wellbeing services that are timely, effective,
       culturally appropriate, provided in the least stigmatising environment and as close to
       home as possible
    We will commission an equitable, fully integrated approach to preventing and managing
       long term conditions
    We will support individuals and communities to fully engage in their own health and well
       being in a holistic and empowering way

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Our Values


                            Sustainability                                 Accountable


                            Quality, value                                 Clinical best
                                 and                                         practice


              Patient experience
             To ensure that people feel that they are treated with compassion, dignity and respect is
             at the centre of everything we do
              Accountable, engaged and listening
             Driven by the needs and choices of local people and responsive to their views on the
             services we commission.
              Clinical best practice
             Led by the expertise of local health professionals
              Equity
             Tackling health inequalities and embracing diversity.
              Quality, value and effectiveness
             We expect the best from our organisation and from those we buy services from.
              Sustainable.
             Managing the money. Making sure the organisation knows its purpose. A socially
             responsible local employer that maximises the contribution of its staff. Leading local
             health services in minimising their environmental impact.
              Working together
             Leading working together across organisations, with community groups and the public

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Our Vision
                                                 Long, happy, healthy lives in Haringey
                                                                                                     Appendix 1.2

Our goals            World class primary care                                     Life expectancy
 and key                                                                          Health inequalities
outcome              Healthy starts for all children and                          Primary care access
measures             young people                                                 Childhood immunisation
                                                                                  Teenage pregnancy
                     Good mental health well being for all                        Increasing Access to Psychological
                     Preventing and managing long term                            Crisis resolution
                     conditions in adults                                         Smoking quitters
                                                                                  CVD mortality
                     Healthy communities                                          Cancer mortality rates

    Our                                              World class primary care
initiatives         Clinically led Neighbourhood Development Planning, PMS contract and performance
                    management, extended hours, improved primary care ICT

                      Healthy Starts for all           Good mental health & well         Preventing and managing
                    children & young people               being for everyone             adult long term conditions

                    Maternity – 12 weeks              Children – keys to wellbeing,     Prevention – smoking, alcohol,
                                                      CAMHs and IAPT                    diet/ phys activity,
                    Children with additional                                            mainstreaming behaviour
                    needs – aiming high               Adults – IAPT and primary         change approaches
                    Early years –health                                                 Care – integrated approach to
                    promotion programme               Mental health strategy and        managing LTCs – diabetes
                    including immunisation            model of care
                                                                                        Rehab & Intermediate care
                    School age children –
                    including obesity, sexual                                           End of Life Care

                                                        Healthy Communities
                    Supporting individuals and communities to fully engage in their own health and wellbeing using
                    holistic and empowering strategies including new arrivals welcome packs, community health
                    trainers, and health checks and social marketing

Our sector          Collaborative Commissioning Initiatives – Stroke, Renal, Trauma, Cancer, TB, Maternity

  Our                          Developing people, improving systems, world class commissioning

Our values
   and                              HfL Principles                                          Our Values
principles                   Individual needs and choices                        Patient experience at the heart
                       Localise where possible centralise where                         Working together
                                        necessary                                Accountable listening engaged
                      Integrated partnership working maximising                        Clinical best practice
                                   skills of workforce                                       Equitable
                              Prevention better than cure                        Quality, value and effectiveness
                             Addressing health inequalities                                 Sustainable           36
   Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                                     Appendix 1.3

Characteristics: An overview of the characteristics, roles and responsibilities

Need and interest: What are their information needs and areas of interests (generic)

Potential: the benefits of engaging and communicating effectively

Risk: The impact of ineffective engagement and communications

Patients and public                Characteristics:
                                    Central to everything we do
                                    Receiving a service
                                    Tax payer
                                    Have wide and varied influence

                                   Need and interest:
                                    A good patient experience/ customer service
                                    Information at a potentially vulnerable time
                                    Information to be able to make informed decisions about health and
                                    Knowledge and information about where to get help when needed
                                    Assurance that they will get the care when they need it
                                    To understand what is expected from them
                                    Information about how the money is being spent
                                    Opportunity to feedback and feel listened to
                                    Opportunity to influence and contribute
                                    Help us to achieve our vision
                                    Valuable feedback
                                    Ambassadors- share good experience
                                    Help to shape services based on first hand experience
                                    Fail in our vision
                                    Commission and develop services that do not meet need
                                    Complaints and negative feedback through MPs, media, etc
                                    Don‟t improve as not listening
                                    Accused of not delivering/ wasting public money
                                    Disengage from health services
                                    Challenge of capturing all feedback from range of sources
                                    Challenges from local pressure groups

Staff                              Characteristics:
                                    Deliver the services of the PCT
                                    Can be the biggest critics of the NHS
                                    Have wide and varied influence over other groups, including
                                   Need and interest:

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                     Regular information to enable them to do their job effectively
                                     Understand how they fit into the bigger picture/ hat they are trying
                                      to achieve
                                    Understand what is expected from them
                                    Understand what they can expect
                                    How we are improving patient care
                                    How they can get involved and influence
                                    Want to be involved and not „done to‟
                                    What do changes mean for them
                                    Need to be valued
                                    Ambassadors for the organisation and the NHS
                                    Committed to achieving the vision
                                    Valued and understand their role
                                    Can contribute to improvements and new ways of working
                                    Low levels of turnover/ sickness
                                    Demotivated and feeling undervalued
                                    Obstructive and reluctant to change
                                    Critical in public of the organisation
                                    Prevent the organisation achieving the vision
                                    Disengage
                                    Matrix working across different directorates doesn‟t work

Government and                     Characteristics:
regulators                          Set policy and drivers
                                    Set performance targets and standards

                                   Need and interest:
                                    Assurance of improvement
                                    Assurance of meeting targets and legislation
                                    To know when things are causing concern
                                    Supportive and flexible in making things work
                                    Sharing best practice
                                    Championing innovative work
                                    Light touch approach/ left to get on with the job
                                    Concerned over lack of assurance so intervene more
                                    Raise concerns in public
                                    Put intervention measures in place
                                    Demand more assurance

Partners and providers             Characteristics:
                                    Provide services
                                    Work alongside to deliver services
                                    Support to deliver initiatives
                                   Need and interest:
                                    To know where we are going i.e. strategic direction
                                    To understand how they can fit into the strategic direction
                                    To have an overview of our priorities and challenges

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                     To understand our position/opinions on specific issues that impact
                                      on them e.g. neighbourhood heath centres and GP opening hours
                                    To understand our short, medium and long term intentions
                                    To influence our direction of travel with specialist knowledge and
                                    Supportive of direction of travel makes it easier to take forward
                                    More coordinated approach -patients only see one NHS
                                    Facilities joint working
                                    Better proposals with more contributions from front line staff and
                                    My pursue conflicting direction of travel/ projects
                                    Mixed messages for staff and patients
                                    Less likely to work in partnership
                                    May block proposals
                                    Confusion for patients and public
                                    Less joined up working

Political                          Characteristics:
                                    Protecting the interests of constituents/ local population
                                    Supporting political beliefs
                                    Striving to see improvements
                                    Key opinion formers
                                    Highly influential
                                   Need and interest:
                                    Understanding of the strategic direction of the organisation
                                    Regular updates and briefings on key issues and hot topics
                                    Involvement in issues and hot topics at an early stage to ensure
                                      they have a full picture
                                    Assurance around improvement
                                    Assurance to respond to constituents issues and concerns
                                    Awareness and involvement in achievements
                                    Able to influence publically if supports a project/ issue
                                    Able to influence politically
                                    Frequent contact with constituents and media – able to act as
                                      ambassador/ spokesperson
                                    An independent spokesperson
                                    Can contribute to discussions and developments from wide breadth
                                      of background/ contacts
                                    Very high profile if not in the loop or in agreement with the project
                                    Able to raise issues in Parliament
                                    First port of call for media for comment on issues and challenges
                                    Able to refer t review panels if they don‟t feel a process has been
                                      followed correctly/ been involved correctly (OSC- delay process).

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Media                              Characteristics:
                                   Present a high profile view of issues of interest to local population
                                   Can be seen to dwell on the negatives to make a good story
                                   Good mechanism for getting messages out to the general public and
                                   BBC has public service responsibility (community information,
                                   communicating in a crisis)
                                   Need and interest:
                                    Human interest stories
                                    Information about things that improve things for local people
                                    New information that has not been covered elsewhere
                                    Contact with real people- staff and patients
                                    Good mechanism for getting information to patients and the public
                                       and other key stakeholders
                                    Recognition for staff and patients
                                    Ability to discuss issues and present a balanced argument
                                    Accurate and timely information leads to better quality coverage
                                    Will run one sided stories irrespective of communications with the
                                    May get information from inaccurate sources e.g. pressure groups
                                    Story blows up out of proportion

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                                                                                 Appendix 1.4
An assessment of competencies that relate to communications and stakeholder engagement.
It should be noted that we have assessed ourselves against three competencies
    - Local leader of the NHS
    - Work with community partners
    - Patient and public engagement
We have sufficient evidence in terms of our current work and future plans to assess ourselves against levels 2 and 3 in each of the
competencies, but not level 4. We aspire to be level 4 within the next 24 months and have plans in place to achieve that level of competency
(see action plan appendix 1.4).

Competency 1 Are recognised as the local leader of the NHS
(Overall rated a 3 across the board)
Indicator               WCC Level             Assessment and evidence                           WCC level 3                     Assessment and
                                 Level 2
Reputation                           Key                            Local press coverage /          Key Stakeholder               (see indicator 2)
As local leader of the                  stakeholders                  dialogue with campaign           agree that the PCT            Joint DPH – chair
NHS                                     somewhat agree                groups, close                    is the local leader of         of Well Being
                                        that the PCT is               collaborative working            the NHS                        Executive, leading
                                        the local leader              with Council and                The PCT actively               work on healthy
                                        of the NHS                    partners                         leads the local                communities;
                                     The PCT has an                 PC strategy / BEH                health agenda                  actively shaping
                                        understanding                 Strategy – as many              The local population           the health agenda
                                        of its current                supporters as                    agree that the local           through BEH / PC
                                        and intended                  detractors; investment           NHS is improving               Strategy.
                                        reputation, with              in media work / new                                            (see indicator 2)
                                        strategies in                 Director
                                        place to address             Key member of HSP,
                                        this                          C&YP Board, Well Being
                                     The PCT                         Partnership, SCEB,
                                        participates in               NDC, LMC, LDC etc
                                        the local health             Decrease in complaints;
                                        agenda                        national and local
                                     The local                       surveys – indicate
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                           population                 patient satisfaction with
                                           agreed to some             key services e.g.
                                           extent that the            patient survey access
                                           local NHS is               to GP services

                                          Key                       Buy-in and support             Good evidence that        See indicator 2
Reputation as a                            stakeholders               from HSP and council            key stakeholder            (good evidence
change leader for                          somewhat agree             officials transfer of           agree that the PCT         that the PCT‟ s
local organisation                         that the PCT               Children Services to            significantly              influence is
                                           significantly              GOSH; Setting up                influences their           significant). Also
                                           influences their           Hornsey with Dementia           decisions and              collaborative work
                                           decisions and              Day Centre –                    actions                    on life expectancy
                                           actions                    supporting PC strategy                                     action plan,
                                                                      / BEH Clinical Strategy                                    tobacco control
                                                                      –acute trusts. Also                                        and drugs and
                                                                      reconfiguration of                                         alcohol strategies.
                                                                      CMHT – BEHMHT move
                                                                      to out of hospital
                                                                      services. Also support
                                                                      from OSC on recent
                                                                      community involvement
                                                                      and engagement with
                                                                      community on Hornsey
                                                                      and NDP.
Position as an                            The PCT                   Relatively low turn over       The PCT creates           TPCT investing in
employer of choice                         develops and               / vacancy rates in              meaningful                 talent
                                           employment                 commissioning; staff            commissioning              management /
                                           offer to                   are supported on                training programmes        succession
                                           commissioning              postgraduate study              that support staff         planning
                                           staff that is              mixture of Masters level        development, attract       programme (see
                                           attractive to              commissioning course            new staff and              OD strategy);
                                           current &                  and business masters            increase the quality       host of additional
                                           potential recruits         and MBAs. Staff are             of the staff               training
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                           with clear                supported through                 employed                       opportunities
                                           training and              IPDR in a range of               The PCT fosters an             available to
                                           support                   specialist courses,               environment of                 commissioning
                                          The PCT                   training such as project          ongoing employee               staff through IIP
                                           ensures ongoing           / programme                       development and                around
                                           environment               management, data,                 excitement                     performance
                                           supports                  statistical analysis –                                           management;
                                           employee                  SPC etc                                                          influencing,
                                           satisfaction                                                                               negotiating skills.
                                                                                                                                      available across
                                                                                                                                      the sector / local

Competency 2 Work collaboratively with community partners to commission services that optimise health gains and reduce
health inequalities.
Overall rated as a 3 across the board

Indicators                       WCC Level 2                      Assessment and                WCC level 3                    Assessment and
                                                                  evidence                                                     evidence
Creation of Local                         The PCT and the            Phase 1 of our Joint           The PCT and the             Shared
Area Agreements                            local authority              Strategic Needs                local authority have          performance
                                           agree in a timely            Assessment with                worked with local             targets where
                                           way, on LAA                  phase 2 more                   strategic partners to         health needs are
                                           priorities                   detailed work                  agree the LAA                 well represented
                                          LAA targets directly         programme focusing             priorities                    in the LAA with 14
                                           address the needs            on children and               LAA priorities are            of the 35 being
                                           highlighted in the           young people,                  based on joint needs          directly related to
                                           JSNA                         sexual health,                 as assessed through           people‟s health,
                                          The PCT and the              mental health and              JSNA                          and many more
                                           local authority both         the needs of the              The PCT is clearly            relating to wider
                                           independently                mobile population              engaged in the LAA            determinants.
                                           accountable for              agreed and closely             negotiation and               Choice of targets
                                           LAA targets                  reflecting our                 delivery                      was demonstrably
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                      strategic goals and                                    influenced by two
                                                                      initiatives                                            pieces of joint
                                                                   There is a                                               work that
                                                                      partnership-based                                      predated the
                                                                      Joint Strategic                                        JSNA: the Well
                                                                      Needs Assessment                                       Being Strategic
                                                                      steering group and                                     Framework , a
                                                                      project executive,                                     joint performance
                                                                      with representation                                    framework for
                                                                      from PCT, Council                                      adults‟ wellbeing,
                                                                      and voluntary sector                                   and the children
                                                                      in July 2008. Phase                                    and young
                                                                      2 is underway; it                                      people‟s needs
                                                                      has been informed                                      assessment. The
                                                                      by and reflects our                                    PCT and partners
                                                                      strategic priorities                                   regularly review
                                                                      closely. For example                                   progress on LAA
                                                                      programme                                              targets.
                                                                      information has
                                                                      identified Haringey
                                                                      as an outlier in
                                                                      terms of spend on
                                                                      mental health
                                                                      services, and this
                                                                      will be explored in
                                                                      the detailed Phase 2
                                                                      JSNA in mental
Ability to conduct                        Key stakeholders       Successful                    Key stakeholders           See indicator 2
constructive                               somewhat agree         implementation involve         agree that the PCT          strong evidence
partnerships                               that the PCT           building on work to date       proactively engages         this relates to
                                           proactively engages    with Haringey Council          their organisation to       indicator 3
                                           their organisation     and the Haringey               inform and drive           Also shared posts
                                           to inform and drive    Strategic Partnership on       strategic planning          DPH and
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                           strategic planning     the wider determinants         and service design         commissioning
                                           and service design     of health. We have a          Shared posts have          posts DAAT,
                                          The PCT has            successful history of          effective governance       mental health and
                                           worked with            joint working through          and integration            learning
                                           partners to produce    our HSP and this has          The PCT has worked         disabilities
                                           a Joint Strategic      included:                      constructively and        Effective
                                           Needs Assessment        Phase 1 of our Joint         effectively with           governance
                                           which identified the       Strategic Needs            partners to produce        through DAAT
                                           health needs of the        Assessment with            a Joint Strategic          board, Mental
                                           population                 phase 2 more               Needs Assessment           Health
                                          The role of the PCT        detailed work              which identified the       Partnership
                                           in LAA and the             programme focusing         health needs of the        Board; Learning
                                           delivery of targets        on children and            population                 Disabilities Forum
                                           partnerships is            young people,                                         also host of other
                                           effective                  sexual health,                                        sub groups and
                                          Shared posts are in        mental health and                                     committees which
                                           place where                the needs of the                                      report into the
                                           appropriate                mobile population                                     PCT and council.
                                                                      agreed and closely
                                                                      reflecting our
                                                                      strategic goals and
                                                                   Jointly developed
                                                                      Children and Young
                                                                      People Plan and
                                                                      Adult‟s Wellbeing
                                                                      Strategic Framework
                                                                   Life Expectancy
                                                                      Action Plan, Infant
                                                                      Mortality Plan and
                                                                      Tobacco Control
                                                                      Strategy - focusing
                                                                      on integrated
                                                                      approach to tackling
                                                                      determinants of
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                       poor life expectancy
                                                                       based on evidence
                                                                       of what is most
                                                                      Working together on
                                                                       the key
                                                                       determinants of
                                                                       health such as
                                                                       through the LAA and
                                                                       related joined up
                                                                       planning , for
                                                                       example focus on
                                                                       IAPT programme on
                                                                       keeping people in
                                                                       employment and
                                                                       helping them to get
                                                                       back to work once in
Reputation as an                          Key stakeholders           See above evidence        Key stakeholders           Key stakeholders
active and effective                       somewhat agree              on LAA and joint           agree that the PCT          ie HSP partners
partner                                    that the PCT is an          posts and                  is an effective             appreciate PCT as
                                           effective partner in        commissioning with         partner in delivering       an effective
                                           delivery health             local authority            health objective            partner in
                                           objectives                 PCT has a track           The PCT has clear           delivering health
                                          The PCT has set             record of delivering       success stories of          objectives e.g.
                                           out clear                   core priorities as         delivery.                   improving quality
                                           milestones with             evidence in the LAA                                    and access
                                           partners, on key            and work around                                        through PC
                                           initiatives and has a       smoking cessation,                                     strategy, drug
                                           track record of             diabetes, DAAT,                                        strategy and plan
                                           delivery                    quality and access.                                    and alcohol
                                          The PBC works              PCT works with PBC                                     strategy, smoking
                                           with PBC to agree           to agree                                               cessation etc
                                           commissioning               commissioning plans
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                           plans                             and enables PBCs to
                                                                             lead on locality
                                                                             planning for the
                                                                             Development plans.

Competency 3. Proactively build continuous and meaningful engagement with the public and patients to shape services and
improve health

(Currently rated as a strong 2 with more than sufficient evidence for a level 2 and with some evidence for a level 3 but with
some gaps)
                WCC Level              Assessment and evidence              WCC level 3 indicator Assessment and evidence

                      2 indicator
Influence on               The PCT has                          A range of strategies and           Key Stakeholders       Shaping opinions on the
local health                 effective                            plans including Primary Care         agree that the          Primary Care Strategy
opinions and                 strategies for                       consultation strategy and            PCT has                 Community survey.
aspirations                  communication                        plan, BEH Clinical Strategy          proactively             Work being undertaken
                             with the local                       consultation strategy and            shaped the              by Healthlink in
                             population                           plan; investment strategy            health opinions         connection with
                           Key stakeholders                      communications plan,                 and aspirations         Hornsey /
                             somewhat agree                       strategic plan                       of the local            Neighbourhood Dev
                             that the PCT has                     communications / stakeholder         population              plans
                             pro-actively                         engagement plan etc.                Clear evidence of      There are 7 social
                             shaped the                          The above strategies have            successful              marketing programmes
                             health opinion                       created great interest in the        opinions                which are currently
                             and aspirations                      detailed plans that lie behind       changing public         being commissioned
                             of the local                         the BEHCS and PCS, which             health through          around sexual health,
                             population                           have shaped opinions and             social marketing        diabetes, obesity etc –
                           The PCT actively                      aspirations about what local                                 a systematic evaluation
                             promotes                             services people want                                         will be undertaken on
                             independence,                        delivered.                                                   the programmes to
                             health, wellbeing                   Joint DPH – Chair of Well                                    assess the outcomes on
                             & personalisation                    being executive, key member                                  changing behaviour
                             of services                          of Well Being Partnership
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                                                  Board, Children & Young
                                                                  People Board and HSP –
                                                                  where health priorities are
                                                                  debated and agreed.
Public and                    The PCT has a                     Communications and                  The PCT                Formal evaluation of
patient                        strategy in place                  Stakeholder Engagement               demonstrates            recent consultation
engagement                     that actively and                  Strategy incorporating the           that they know          exercises see
                               continuously                       commissioning cycle                  the impact of           Communications /
                               engages patients                  Primary care consultation            their involvement       Stakeholder
                               and public in PCT                  report – actively listened to        and engagement          Engagement Strategy
                               business                           patient views and then               and know how            which incorporates the
                              The PCT actively                   commissioned community               effective it is         learning
                               listens to,                        survey – door to door 1000           through                Patients and public
                               understands and                    plus homes, transport study          evaluation              involved in some care
                               responds to                        and mystery shopping study,         The PCT formally        pathway / service
                               public and                         hub and spoke model. Also            involves patients       redesign DAAT,
                               patients                           patient views incorporated           and public in           diabetes – but need
                              The PCT can                        into the redesign of diabetes        review of               systematic plans to
                               demonstrate how                    care pathway and Alcohol             services                actively involve patients
                               local                              Strategy and Drugs Strategy         Information from        in all commissioning
                               engagement                         etc.                                 patients and the        plans and service
                               including regular                 Head of Partnerships and             public has a            reviews
                               2-way dialogue                     Stakeholder Engagement is            direct impact on       HCC surveys on quality
                               with LiNKs or                      rep for LINks and Compact            quality and             and access in primary
                               equivalent                         and has produced the                 improvement             care and patient
                               patient forums                     compact comms plan. Also            The PCT can             surveys on acute
                               has influenced                     reps attend HAVCO (local             demonstrate how         patient care, maternity
                               some aspects of                    Voluntary Service                    they support            etc directly affects the
                               commissioning                      Organisation). Feedback from         LiNKs or                way PCT works with
                              The PCT                            all these organisations shapes       equivalent              partners to improve
                               proactively                        our strategies and plans             patient forums          quality and access e.g.
                               disseminates                       including BEH / PCS                  and voluntary           primary care strategy;
                               information to                    Stakeholder survey being             groups to               performance meetings
                               the public and                     undertaken as part of WCC.           capture patient /       with acute trust /
                               patients                           Local surveys and patient            public views            mental health trust
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                              The local                          experience data.                    which have              See level 2 indicator for
                               population                                                             affected                 evidence about working
                               somewhat agree                                                         commissioning            with LINks
                               that the local                                                         plans                   See level 2 about local
                               NHS listens to                                                        The local                population.
                               the views of local                                                     population agree
                               people and acts                                                        that the local
                               in their interest                                                      NHS listens to
                                                                                                      the views of local
                                                                                                      people and acts
                                                                                                      in their interest.
                              The PCT actively                  Collation of data on               The PCT carries         Annual community
                               reviews trends in                  complaints, PALS, patient           out its own              survey door to door;
                               patient feedback,                  survey compiled into                surveys and              transport study and
                               including                          quarterly reports and made          follow up on             mystery shopping study
                               complaints, PALs                   available to A&G committee,         impact required          have been undertaken
                               and patient                        Primary Care Committees and        The PCT                  and together with the
                               survey data sent                   groups reviewing                    demonstrates             data we systematically
                               to providers and                   performance , commissioning         how patient              collect on the patient
                               initiates                          groups and committees               feedback –               experience is made
                               improvements as                   Evidence from HCC surveys           survey data,             available to key groups
                               a result                           on access and quality in            patient                  and committees with
                              The local                          general practice; acute trust       complaints and           responsibility for
                               population                         surveys show satisfaction in        PALS queries             commissioned service.
                               agrees that the                    some areas and not in other         have driven             The information is
                               NHS is helping to                  areas.                              commissioning            made available to
                               manage and                                                             decisions.               Locality Groups (PBC)
                               improve the                                                                                     with clinical leads to
                               health and well                                                                                 shape the
                               being of the                                                                                    Neighbourhood
                               population                                                                                      development plans,
                                                                                                                               which are out to
                                                                                                                               consultation in April

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
ACTION PLAN 2008-2010

Year 1 (2008/09)
Objective                           Actions                                                   WCC               Lead          Timescale
Meaningful community                Commissioned Healthlink to undertake Stakeholder          Patient and       CG / HP       August 2008
engagement,                         and Engagement programme for Hornsey                      Public
involvement and                     Neighbourhood Health Centre. Programme to                 Engagement
consultation –                      concentrate on involving hard to reach communities.
developing innovative and           Implement programme                                       Local Leader of
creative ways to involve            Support programme through communications and              the NHS                         August – January
the local community and             publicity materials (website pages, information                             FB/ NR        2008
key stakeholders in our             sheets, presentations), meetings with OSC
commissioning plans and
strategies which goes               Create opportunities for stakeholders to be involved in   Patient &         CG / DL       January 2009
beyond the „usual                   the commissioning cycle. Through recruiting patient       Public
suspects‟ to ensure that            representatives with LINks and Healthlink to be           engagement
we listen, respond and              involved in care pathway redesign, commissioned
take action (e.g. work with         services and service delivery.
Healthlink, stages within
the commissioning cycle,            Produce specification for second stage of stakeholder     Patient &
patient representatives for         engagement and involvement for the remaining              Public            CG            December 2008
redesigning care                    Neighbourhood Health Centres (east of borough)            engagement
pathways)                                                                                                                     October – Jan
                                    Hold consultation events for GP Led Health Centre         Local Leader of DLyons          2009
                                    (the Laurels). Recruit patient representative on the      NHS
                                    procurement panel for tenders.                            Patient / public
                                    Produce Consultation Business Case as set out in                           RP             November 2008
                                    NHSL Reconfiguration Guide                                Local Leader of
                                    Manage the Reconfiguration Gateway review process                          HP / CG/ New   Nov – March
                                    for both the Neighbourhood Development Plan               Local Leader of Director        2009
                                    Produce consultation action plan and options for          Local Leader of
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                    Hornsey NHC                                              NHS / PP           CG / FB
                                                                                             engagement                         November 2009
                                    Implement the consultation plan through
                                    communications / publicity campaigns (see separate                          New Dir/ FB /   Dec – July 2009
                                    action plan)                                                                HP

Social Marketing
Health campaigns which              Produce social marketing specifications for key areas    Patient / public   EC / PH team    November 2008
challenge and change                e.g. Diabetes, Sexual Health etc                         engagement
unhealthy lifestyle choices
and encourage individual            Award social marketing contracts to providers
responsibility – matrix                                                                                         EC / PH team    December / Jan
working across public               Collaborate with the Council, use Mosaic social          Work                               2009
health and                          marketing software to map out the Local Area             collaboratively
communications /                    Assemblies within Haringey – use information to tailor   with               CG / FB         October 2008
stakeholder engagement              health messages and public health campaigns              community
on social marketing and                                                                      partner                            August 2008
health promotion                    Book 15 editions of Haringey People – produce a                             FB / NR
campaigns, based on                 series of health campaigns                               Local leader of
identifiable goals and clear        Use yellow pages, press releases and advertorials to     NHS
                                    publicise healthy messages

                                    Organise health events to publicise healthy messages     PP                                 August 2008
                                    work around Expert Patients Programme, Smoking           engagement         SB / FB
                                    Cessation – 4YP (AGM / Lordship Recreational event)

Accessible, timely ,                Use social marketing data, patient experience data to    PP
culturally sensitive and            redesign patient information leaflets / brochures. Use   engagement         FB / NA         March 2009
inclusive                           best practice – Bromley by Bow.
communications and
stakeholder                         Produce media / press releases, stories and
involvement regular                 advertorials in an accessible way / tailor media         Local leader of
communications which are            messages for different audiences e.g. Turkish radio /    NHS                FB / NR         Aug 2008
clear and understandable;           publications                                                                                onwards
using a media mix to drip                                                                                       CG              November 2008
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
feed messages and                   Commission mystery shopping initiative – recruit           Patient / public
ensuring communication              diverse range of mystery shoppers for the transport        engagement
with a range of audiences,          study. Produce report to complement MMD transport                             Provider        March 2009
including hard to reach             work.
groups and new audiences
(such as people who work            Commission training in consultation techniques and         Patient / public   CG              November 2008
but do not live in the              stakeholder engagement methods particularly around         engagement
borough)                            „hard to reach groups‟. Ensure training programme is
                                    implemented and 4/5 training course run by March
                                    2009 across Enfield / Haringey.                                               Provider        Jan – Mar 2009

Maximising the patient              Collate data in a systematic way through patient           Patient / public   CG / DL         Dec 2008
experience through                  experience reports on Complaints, PALS,                    engagement
systematically collating            compliments, Healthcare Commission surveys.
patient satisfaction                                                                                              CG              August 2008
/experience surveys such            Commission annual community survey – market                As above
as the HCC annual patient           research on primary and community services
survey undertaking local
market research and using           Produce transport study – response to concerns in PC       As above           CG / SDS / PH   November 2008
the complaints, PALS,               strategy consultation
compliments data to
inform commissioning                Collate information into reports for PBC groups to
plans; and as feedback to           inform and shape Neighbourhood development plans           As above           CG / New Dir    December 2008
improve service delivery
                                    Systematically appraise commissioning cycle and
                                    how to incorporate stakeholder engagement
                                    opportunities – produce a plan that maps out these         As above           CG / New Dir    November 2008
                                    activities                                                                                    onwards into
                                        - Systematically collate patient experience /                                             2009
                                             information in a series of reports to be shared
                                             with the commissioning committee, Clinical
                                             Executive, World Class Primary Care Group to
                                             inform the commissioning of services
                                        - Systematically develop a series of engagement
                                             plans for investment; commissioning
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                           strategies and plans – mixture of patient
                                           participation on key commissioning groups
                                           and engagement sessions with stakeholders
                                           collating views and feedback
                                       - Systematically develop engagement plans for
                                           service delivery ensuring patient reps are
                                           included on key patient pathway redesign
                                       - Set up a process for patient representatives on
                                           procurement panels (e.g. GP Led Health
                                       - Set up processes including procurement of
                                           performance software which can hold patient
                                           experience data and produce reports for
                                           monitoring services.
Partnership working                 Map out key partnerships, meetings, groups and       Work with       DL             November 2008
through the Haringey                produce a framework for partnership engagement       community
Strategic Partnership and           and involvement.                                     partners
underpinning partnership
groups to tackle our key            Timetable consultations with the Council and
priorities and goals around         undertake joint consultations where appropriate and       As above   CG /New        November / Feb
reducing health                     relevant. Link up with Neighbourhood Managers on                     Director       2009
inequalities and improving          Local Area Assemblies.
the health and well being                Neighbourhood Development Plans (existing
of Haringey people                          commitment) – April-June 09
                                         Stroke – 2009
                                         Trauma – 2009
                                         Urgent care – although this strategy is still in
                                            development this is likely to involve substantial
                                            changes to how urgent care is organised in
                                            the borough 2009
                                    Link up with Reconfiguration team NHSL on Gateway
                                    timetable and planning.
                                    Work collaboratively through partnerships to further      As above   EC / PH team   January 2009
                                    health communities programme
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
                                    Develop communications and stakeholder
                                    engagement plan for Strengthening Commissioning –        Local Leader of CG / FB         October 2008
                                    incorporating evidence for structural change             NHS                             onwards
                                                                                             Patient / public
                                    Consider a membership system / programme – scope         engagement /
                                    out possibilities and options for creating this          Work with        New Director   March 2009
                                    momentum (e.g. similar to Foundation Trusts)             community
NHS Haringey’s brand                Recruit an interim press / media support as additional   Local Leader of CG              August 2008
and reputation –                    capacity to communications team.                         NHS
developing and enhancing
the brand through                   Change Haringey TPCT to NHS Haringey brand               As above
proactive and reactive                                                                                         Board         November 2008-
media management,                   Produce proactive media / press stories, features,       As above
including crisis                    releases
management and planned                                                                                         NR / FB       August onwards
proactive work; creating            Redesign website – cleaner, brighter site easy to        Patient / public
ways to meaningfully                navigate and accessible / plain English.                 engagement /
engage with the local                                                                        Local Leader of                 Nov – Jan 2009
community and through                                                                        NHS              DL / MD
marketing and publicity
Staff communications -              Produce regular staff briefings on key developments      Local Leader of FB / NR         August 2008
which keep staff informed,          on Hornsey NHC, Neighbourhood Development Plans,         NHS                             onwards
motivated and provide               public health campaigns
feedback mechanisms to
foster a culture of being           Ensure Core Brief and SMG meetings include key           Local leader of
valued.                             messages and information about Strengthening             NHS (indicator    SB            September 2008
                                    Commissioning, forthcoming strategies and plans and      1 employer of                   onwards
                                    consultations.                                           choice)

Year 2-3 (2009/11)
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Objective                           Actions                                                    WCC           Lead           Timescale
                                                                                               / indicator
Meaningful community                Recruit community development workers assigned to          Work with     MD             April 2009
engagement,                         work with local communities on creating opportunities      Community
involvement and                     for people to become actively involved in their NHC        partners
consultation –                      using it as a community resource.
developing innovative and
creative ways to involve            Recruit local health trainers as part of the Healthy
the local community and             Communities Programme                                                    EC / PH team   Jan – Aug 2009
key stakeholders in our                                                                        Work with
commissioning plans and             Establish local governance arrangements for NHC –          community
strategies which goes               friends associations / local governors / local NHC         partners
beyond the „usual                   committee                                                  Patient and   New Dir/ DL    April / Aug 2009
suspects‟ to ensure that                                                                       public
we listen, respond and              Recruit patients / public / stakeholder representatives.   engagement
take action (e.g. work with         Provide induction and training                                           New Dir/ KE    Jan – June 2009
Healthlink, stages within
the commissioning cycle,            Establish patient representation on all key care
patient representatives for         pathways and development of commissioning                  Patient and
redesigning care                    strategies                                                 public                       April – June
pathways)                                                                                      engagement    New dire       2009
                                    Establish representation on key procurements of social
                                    marketing programmes / commissioned contracts
                                                                                               Patient and   EC / PH team
                                                                                               Public        KE             April – ongoing
                                                                                               engagement                   through to 2011

                                                                                               Patient /
Social Marketing                    Extend social marketing programmes to obesity / diet       Patient /                    April – Sept
Health campaigns which              and other areas                                            public        EC / PH team   2009/2011
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
challenge and change                                                                           engagement
unhealthy lifestyle choices         Evaluate the outcomes from social marking campaigns        work with
and encourage individual                                                                       community         EC / PH team   February 2010
responsibility – matrix             Research innovative techniques to engage young             partners
working across public               people in health and well being – e.g. sexual health
health and                          services, diet and lifestyle, smoking and alcohol. Trial   As above          New Dir / FB   Jan - March
communications /                    techniques e.g, (Chlamydia screening, teenage                                               2009
stakeholder engagement              pregnancy)                                                 As above
on social marketing and
health promotion                    Work with local council on social marketing
campaigns, based on                 information Mosaic to produce tailored
identifiable goals and clear        communications and consultation materials for                                New Dir / CG   Jan – August
                                    Hornsey NHC and Neighbourhood Development plans                                             2009

                                                                                               As above
Accessible, timely ,                Systematically evaluate all communications internal        Patient and       New Dir / FB   June 2009 /
culturally sensitive and            and external communications:                               Public                           2011
inclusive                            - Leaflets                                                engagement
communications and                   - Brochures                                               Local leader of
stakeholder                          - Annual Report                                           NHS
involvement regular                  - Newsletters
communications which are             - Advertorials
clear and understandable;            - Health information
using a media mix to drip            - Staff communications
feed messages and                    - Core Brief – ensure information is tailored to
ensuring communication                  different audiences, translated where appropriate
with a range of audiences,              and written in plain English free of Jargon –
including hard to reach                 systematically involve patient representatives,
groups and new audiences                LINks, other interested groups and voluntary /
(such as people who work                community groups in designing new information.
but do not live in the

Draft 3 Communications and Stakeholder Engagement Strategy (CG)
Maximising the patient
experience through                  Design a schedule for own community survey focusing     Patient and       New Dir/ DL /   April 2009
systematically collating            on a key topic on an annual basis.                      Public            FB
patient satisfaction                Systematically collect patient experience information   engagement
/experience surveys such            and data – through performance software                                   DL / SD         June – Aug
as the HCC annual patient           Create reports for PBC – locality groups,                                                 2009
survey undertaking local            commissioning committee and sub groups
market research and using           Use patient metrics to influence and shape
the complaints, PALS,               commissioned plans and delivery of services. Involve
compliments data to                 patients / stakeholders in the performance monitoring
inform commissioning                processes of PCT                                                          SD              Aug 2009 /
plans; and as feedback to                                                                   Patient and                       2010
improve service delivery                                                                    Public
Partnership working                 Work collaboratively with partners in the Haringey SP   Work              New Dir         Aug 2009 /
through the Haringey                on coordinated consultations / link up via websites,    collaboratively                   2011
Strategic Partnership and           on-line polling, coordinated events e.g. LAA            with
underpinning partnership            Particularly for Neighbourhood Development Plans,       community
groups to tackle our key            Stroke, Trauma and Urgent Care consultations (HfL)      partners
priorities and goals around
reducing health
inequalities and improving
the health and well being
of Haringey people
NHS Haringey’s brand                Enhance media / press work through                      Local Leader      New Dir         April 2009
and reputation –                    Dear Dr regular column in local press – GP Chair /      of NHS            GP Chair
developing and enhancing            PBC lead answers local health concerns
the brand through                   Local clinicians leading on implementation of
proactive and reactive              Neighbourhood Development Plans – regular
media management,                   communications produced by Clinical Executive,                            New Dir / GP    April 2009 /
including crisis                    Clinical leads                                          Local Leader      Chair           2011
management and planned                                                                      of NHS
proactive work; creating            Produce series of high profile marketing campaigns
ways to meaningfully                focusing on key public health messages e.g. obesity,
Draft 3 Communications and Stakeholder Engagement Strategy (CG)
engage with the local               diabetes, diet / exercise, sexual health, alcohol                    New Dir / FB   April 2009
community and through                                                                                                   throughout 2011
marketing and publicity             Systematically evaluate proactive work with media
campaigns                           and brand management see section 16 of strategy     Work with
                                                                                        partners                        Winter 2009
                                                                                        Patient and

                                                                                        Local Leader
                                                                                        of NHS
Staff communications -              Continue to produce regular staff briefings on      Local Leader     New Dir / FB   Ongoing 2008-
which keep staff informed,          proposed changes around strengthening               of NHS                          2011
motivated and provide               commissioning and developments around               (indicator 1 –
feedback mechanisms to              Neighbourhood Health Centres, social marketing      employer of
foster a culture of being           campaigns and commissioned services through         choice)
valued.                              - Intranet
                                     - Staff newsletter
                                     - E-bulletins
                                     - Core brief
                                     - Senior Managers Group meeting
                                     - Team meetings

         FB (Farah Butt), EC (Eugenia Cronin) KE (Keith Edmunds) MD (Michele Daniels), CG (Christina Gradowski), DL (Dilo Lalande) D.Lyons
         (David Lyon)s HP (Helen Poole), NR (Nina Romain).

Draft 3 Communications and Stakeholder Engagement Strategy (CG)

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