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Tees
Communication and Engagement Strategy
Refresh December 2009
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Contents
1. Executive Summary
2. Purpose and scope
3. Situation Analysis
3.1. Key drivers and trends
3.2. Communications and engagement key insights
3.3. Legislation
3.4. Competition analysis
3.5. Communications SWOT analysis
3.6. Communications PEST analysis
3.7. Stakeholder analysis
4. Statement of NHS Tees Strategic Business Objectives
5. Communications and Engagement Objectives
6. Strategic positioning of NHS Tees Reputation
6.1. Key delivery enablers
7. Overview of Communications and Engagement Tools
7.1. Public and stakeholder involvement and consultation
7.2. Media Management
7.3. Social Marketing
7.4. Social and digital media
8. Key Messages
9. Implementation Plan
10. Risk assessment
11. Evaluation
12. Financial Analysis and Resource implications
Appendix i – Terms of Reference
Appendix ii – Role of Communication and Engagement Team
Appendix iii - Stakeholder Analysis
Appendix iv - Media Policy
Appendix v - Crisis Communication Plan
Appendix vi - Implementation Plan 2009/10
Appendix vii - Summary of Engagement and Consultation legislation
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1. Executive summary
The Communication and Engagement Strategy originally published in Autumn
2008 supports the Primary Care Trusts (PCTs); NHS Hartlepool, NHS
Middlesbrough, NHS Redcar and Cleveland, NHS Stockton on Tees
(collectively known as NHS Tees) in delivering our vision as set out in our
(Strategic Plan 2009-2014);
“that the people of Teesside live longer, healthier lives”
As the local leaders of the NHS, our aim is to transform healthcare services
and support people to manage their own health in a way never before
experienced in our area.
This refreshed Strategy reinforces our organisational commitment to effective
communication and engagement and maintains our aim to build a structured
and co-ordinated approach which will influence and inform commissioning
decisions; how we assess need, design and buy and manage healthcare
services for the population we serve.
To do this we will:
Listen, capture and respond to patient, carer and public feedback on their
experiences, views and opinions of NHS services, through patient advice
and liaison services (PALs), complaints, patient, carer and public
involvement and consultation.
Engage with and facilitate relationships with our patients, carers, members
of the public, clinicians, our staff, and our other key stakeholders such as
Local Involvement Networks (LINks), Overview and Scrutiny Committees
(OSCs) voluntary and community sector organisations, local authorities,
the media and our NHS service providers.
Demonstrate how our decisions are influenced by our key stakeholders.
Focus increasingly on the health prevention agenda, looking to lever
behavioural change through understanding. This will be done through the
delivery of innovative and high quality communication, engagement and
marketing campaigns
Ensure we provide high quality “accessible and easy to understand”
information to help the people of Teesside manage and improve their
health, and access NHS services when they need them.
Manage the NHS brand appropriately
While this Strategy concentrates on the communication and engagement
requirements of NHS Tees in our role as commissioners of NHS services on
behalf of the people of Teesside, it maintains a clear focus on the needs of
our NHS service providers. Through clear communication and engagement
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with all of our stakeholders we will ensure NHS Tees delivers World Class
Commissioning.
We continue to develop innovative communication and engagement practices,
based on stakeholder mapping and SMART principles, to ensure the actions,
decisions and values of NHS Tees reflect the needs and aspirations of our
diverse communities.
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2. Purpose and scope
NHS Tees aim is to work for and with our patients, carers and the public so
“that the people of Teesside live longer, healthier lives”. We are determined to
improve the health and well-being of the local population through
concentrated action on health inequalities and by reshaping services to meet
their needs.
This Strategy supports an ambitious programme of reform with significant
investment to:
Improve life expectancy to that experienced in other areas of England
Reduce the significant levels of health inequality that exist between our
most deprived and most affluent areas.
Help people to live longer, healthier lives through reductions in early
mortality from heart disease, cancers and respiratory illness
Stop the current inexorable rise in levels of obesity which if not
addressed poses significant risks to the future generations
Improve the safety of our services with a major focus on reducing the
rate of healthcare associated infections
See many fewer people at present who smoke and drink excessively –
two major factors affecting people’s health.
Improve patient experience
While collectively we are known as NHS Tees, NHS Hartlepool, NHS
Middlesbrough, NHS Redcar & Cleveland and NHS Stockton-on-Tees
Teaching exist as four individual organisations led by their own Boards, with
support from joint management arrangements across Tees.
An NHS Tees Strategy and Procuement Board (TSPB) exists which is
responsible for overseeing the delivery of the PCT Strategy and Annual
Operational Plan, market management, contract negotiation and performance
management, workforce development and our development as World Class
Commissioners (WCC).
This is supported by the delegated governance arrangements which maximise
collective expertise in strategic planning, procurement and market
management.
One of the sub-committees with delegated responsibility from the TSPB is the
Patient and Public Communication and Engagement Committee. This
committee has the responsibility for overseeing the implementation of the
Communication and Engagement Strategy. The committee is made up of Non
Executive Directors, Local Involvement Networks (LINks) representatives and
executive officers of the 4 PCTs. (See Appendix i -Terms of Reference for
Patient and Public Communication and Engagement Committee).
Day to day activity is undertaken by the Tees wide Communication and
Engagement Team. (See Appendix ii for a detailed description of the role
of the team)
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Communication and engagement has a key role to play in supporting the
development of a patient-led NHS. At a local level we will manage our
reputation, and communicate, engage and consult with the public in order to
support the changes to the way in which healthcare is received and delivered.
Understanding the patient experience is integral to both commissioning
intentions, including practice based commissioners and provision decisions by
intelligently using the information gained through communication and
engagement activities to support changes to the way in which healthcare is
planned and delivered.
The communication and engagement team provide the expertise and
professional leadership to help develop and deliver capacity and capability to
deliver a “patient led NHS” through well-managed engagement with
communities.
The use of patient experience data in commissioning decisions, and any new
initiatives or improvements made as a result of complaints, concerns or
engagement, demonstrate and encourage why patients, carers and public
views are so important to what we do.
This Strategy will ensure effective two-way communication by listening to the
views of staff, patients, carers, local people and our partners, and by providing
opportunities for feedback and influence.
We will intelligently use the information gained through communication and
engagement activities to support changes to the way in which healthcare is
planned and delivered and establish new ways of working to ensure that
delivery focuses on the needs and preferences of local communities. We will
ensure that any changes made to services will be demonstrated as a result of
identified patient need and wants and reflect the locality we serve.
We will also actively manage the increased emphasis on the health
prevention agenda through collaborative social marketing approaches with
public health and health prevention professionals.
In managing relationships with a wide range of providers, NHS Tees will
become the local custodians of the NHS ‘brand’, in line with the World Class
Commissioning Framework.
Organisational communication is also a significant driver for employee
engagement. We will ensure that our staff and provider staff are engaged in
our vision, strategy and plans, have ownership of our key messages, and are
fully informed of new initiatives and changes, particularly as these may have a
direct impact on their working lives.
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3. Situation Analysis
3.1. Key drivers and trends
At a local level this strategy enables delivery of the our key aims though the
following:
At local level, the NHS Tees Strategy 2009-2014 sets out key metrics
through which the PCTs will improve life expectancy, improve access to
services, be fair and equitable to all and reduce health inequalities.
The supporting NHS Tees Operational Plan for 2009-2010 aims to
‘improve confidence in the NHS, from both the general public and from
those working within the service’.
The Organisational Development Plan for NHS Tees (2008-2013 -
check) sets out a number of organisational values which include the
commitment to ‘listen and learn from our partners and providers’ and to
‘strive for continuous improvement in all relationships’. Communications
and Engagement is a key development objective within the Organisational
Development Plan.
At national policy level the Operating Framework for the NHS in England:
2009-2010 requires that NHS Tees and our NHS service providers:
Adopt a systematic and rigorous approach to seeking, collecting and
acting on the views of individuals and partners in the local community not
just during periods of change but on an ongoing basis.
Create greater opportunities for their communities to make their voices
heard, raising awareness of those opportunities and empowering patients
and the public to use them and LINKs (Local Involvement Networks);
Take greater responsibility for communicating with their local populations
and stakeholders to ensure better understanding of, and confidence in,
local NHS services.
Further key drivers which reinforce the need to understand patients, carers
and the public’s experiences of NHS services and engage with them
meaningfully along with staff and other stakeholders, include:
Our Health, Our Care, Our Say, 2006
Our NHS, our future
Better health, fairer health
Our Vision, our future – the vision for transforming health and healthcare
services in the North East
Joint Strategic Needs Assessments for Hartlepool, Middlesbrough, Redcar
and Cleveland and Stockton on Tees
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Standards for Better Health
Ambitions for Health – the strategic framework for maximising the potential
of social marketing and health-related behaviour
The NHS constitution
3.2. Communication and engagement learning and key insights
We continue to gain key learning from communication and engagement
activity In 2009/10 we have undertaken as part of our day to day work the
following which we continue to build upon as we deliver this strategy.
Improved intelligence from media evaluation both trade and online allows
accurate analysis of activity and can better inform future planning. We have
used this intelligence to maximum effect to target messages locally, regionally
and nationally where appropriate.
There is greater scope to maximise the co-ordination of marketing and
engagement activity across NHS Tees and within Directorates to produce
effective communications. As well as achieving this on a Teeswide basis this
has is also done across the North East. Examples of research based
marketing and social marketing initiatives in 2009/10 include:
Smoking in pregnancy
Breastfeeding
Oral Hygiene/Dentistry
Chlymdia
Choosewell
We use this intelligence to ensure the production of publications such as
“Your Guide to services” and the Annual Reports are patient friendly.
Themes and trends from complaints and PALs activity are analysed, in
2009/10 this led which has led to reviews in Speech and Language Therapy
and the commissioning of new dental provision as examples.
We continue to use a variety of different engagement methods, from patient
surveys, patient stories and focus group shaping service redesign, to patients,
carer and the public sitting on procurement panels to challenge the
understanding of our NHS service providers. Examples of these include:
Development and redevelopment of GP practices; Billingham
Headway, Woodside, Hemlington, and Havelock and Grange as
examples.
Re –location of services such as addictive behavioural services
Survey undertaken to evaluate the patient experience of McMillan
services, oral health, sexual health services and continence services
Patient representation in audiology, out of hours, sexual health
services and dentistry procurement
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Focus groups around End of Life and maternity services
The importance of ongoing dialogue has led to us establishing a new
interactive website and creating a MY NHS participatory model of
engagement, which allows the people of Teesside to engage with us on their
own terms in their own time. This includes the production and wide distribution
of a “MYNHS” newsletter. We have also developed supplements which now
appear regularly in the Evening Gazette and Hartlepool Mail to make
information more accessible and timely.
We have also learnt from targeted engagement activity with our hard to reach
groups, such as the rural community, our travelling community, our black and
minority ethnic community, asylum seekers and immigrants.
We record all of our engagement activity and evidence how it has affected
commissioning decisions locally, ensuring the most important element,
feedback is not forgotten.
Reports detailing this activity are presented to the Patient and Public
Communication and Engagement Committee and Boards accordingly.
3.3 Legislation
There are now several acts of parliament which place statutory duties on NHS
organisations in relation to engagement (involving and consulting patients,
service users, carers and the public) and the production of information on
decision-making in NHS organisations.
Section 242, of the consolidated NHS Act 2006, (previously section 11 of the
Health and Social Care Act 2001) places a duty on us to involve patients and
the public if a proposal or decision impacts on the way services are delivered
or on the range of services available to users. To be a world class
commissioner, we want to proactively seek and build continuous and
meaningful engagement with local people, to shape services and improve
healthcare and health services.
In the same Act, section 244 requires us to consult with local overview and
scrutiny committees on issues of “substantial development and substantial
variation” in service. NHS Tees works closely with scrutiny committees on
appropriate aspects of commissioning and provider services.
The Local Government and Public Involvement in Health Act 2007 also places
a duty on NHS organisations to publish a report within 6 months of the end of
the financial year covering the preceding financial year. The first of these
reports will therefore cover 1 April 2009 to 31 March 2010 and must be
published before the end of September 2010. Copies of these reports will be
available on our websites and available on request.
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This Act also replaced patient and public involvement forums with local
involvement networks (LINKs). We continue to develop relationships and
engagement with members of the LINKs is ongoing as part of our approach to
involving the public and key partner organisations in the development of, or
changes to, existing services. We now have established protocols in place
and LINks representatives also sit on our Patient and Public Communication
and Engagement Committee, which has helped develop our working
relationship.
See Appendix V: Summary of Engagement and Consultation legislation
Public sector and government organisations have a statutory duty to disclose
information to the public on request under the Freedom of Information Act
2005. We aim to minimise requests made under the Act through a co-
ordinated approach to involvement and communications around key decisions
or changes to services.
Through the Code of Practice for Promotion of NHS Services we will
ensure that the amount of public money spent on the promotion of services is
not excessive and that the information patients receive is not misleading,
inaccurate, unfair or offensive. We take steps (as set out in the code of
practice) to challenge any of our providers if we consider they are issuing
information in breach of the code of practice.
The new NHS complaints process introduced in April 2009 aims for early
resolution of complaints made by members of the public about the care or
treatment they have received. A key part of this involves speaking to the
complainant at the earliest opportunity to gain a good understanding of the
actual concerns being raised and what the complainant is looking for in terms
of our response. Full details of the NHS Tees complaints policy can be found
at www.tees.nhs.uk
The statutory duties around race, disability and gender are required to ensure
that the public sector organisations such as NHS Tees work to promote
equality and eliminate discrimination in all of its activities. Each of the
legislations containing the statutory duties focuses on delivering equality in
the most appropriate manner for different ethnic groups, disabled people, and
for men, women and transgender people, with the underpinning aim of
ensuring real, measured and positive outcomes for all sections of the
communities served.
The statutory duties and legislations are:
Race relations (amendment) Act 2000 (Race)
Disability Discrimination Act 2005 (Disability)
Equality Act 2006 (Gender)
In 2010, a new, single Public Sector equality duty is proposed, bringing
together the three existing duties - covering disability, gender and race - and
extending the list of protected characteristics (formally known as diversity
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strands) to other areas including age, gender reassignment, pregnancy and
maternity, religion or belief and sexual orientation.
This general equality duty will require public bodies to have due regard to the
need to eliminate discrimination, harassment (and) victimisation, advance
equality of opportunity and foster good relations across all these protected
characteristics'.
3.4. Competition analysis
The primary business of the NHS Tees is to commission; that is, to plan and
buy healthcare for the population it serves. As the main commissioner of NHS
services in the Tees area, we do not currently have direct competition.
Whilst NHS Tees have the largest share of the health commissioning market,
local authorities will have increasing influence on commissioning intentions
and decisions through the Joint Strategic Needs Assessment process. It will
be important to ensure that a balance between health commissioning and
social care commissioning is maintained. In addition, the practice based
commissioning clusters will provide increased locality based input.
In a wider context, the commissioning market has the potential to be extended
to open competition from external commissioners where NHS Tees may not
have the capacity to commission effectively.
A number of organisations provide healthcare services for patients in the Tees
area. As well as primary care contractors (GPs, dentists, community
pharmacists and optometrists), NHS Tees also have contracts with North
Tees and Hartlepool NHS Foundation Trust, South Tees Hospitals NHS Trust,
Tees, Esk and Wear Valleys NHS Foundation Trust, and the North East
Ambulance Service NHS Trust.
Foundation Trusts will invest increasingly in reputation management and
communications, and PCTs will need to ensure that their approach
contributes positively to the overall reputation of the local NHS.
Community based healthcare services are commissioned through
Middlesbrough and Redcar and Cleveland Community Services, and North
Tees and Hartlepool NHS Foundation Trust.
A number of private healthcare organisations and neighbouring trusts in
County Durham and Darlington, Gateshead, Newcastle, Scarborough and
North East Yorkshire, Leeds and York also provide services. There are also a
small number of out of area contracts.
The drive to offer patients greater choice over their care has led to an
increasing number of opportunities for the independent and voluntary sector
to provide services under contract with NHS Tees. This trend will continue
with NHS Tees seeking competition in the delivery of healthcare by putting out
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to tender for the provision of new services, and the de-commissioning of
current services where appropriate.
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3.5. Communication and Engagement SWOT Analysis of Current Delivery
Model
Strengths Weaknesses
NHS Tees have good cross- Communication and engagement
organisational working foundations in capacity is insufficient when matched
place against demand and projected need
Communication and engagement team Gaps in communications and
is qualified and experienced in areas engagement capability within the system
such as public relations, marketing,
effective public engagement, Internal communications processes are in
consultation, conflict resolution and place but not regularly tested for
media handling effectiveness or monitored for quality
A clear Organisational Development Media coverage and relationships are
Strategy has been developed largely local - need to increase to
regional, national and trade
Strong sense of organisational drive and
determination Working across multiple sites
Communication and engagement buy-in
and understanding of its need and
potential from the Joint Executive Team
Excellent matrix working between the
communications and patient experience
teams
Good understanding from stakeholders
about achievements to date and
challenges ahead
Patient and public communication and
engagement committee established
A clear brand for each PCT and for
working collaboratively
New interactive website developed
incorporating MY NHS
Matrix working developed across
directorates which have clear
communication and engagement needs
Strong relationships established with the
local media
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Opportunities Threats
To be recognised as a world leader in Not being able to move beyond
communication and engagement – communications ‘basics’ e.g. reactive
achieving Level 4 WCC competency as media, corporate publications and
a recognised local NHS leader and therefore not achieving Level 3 WCC
engagement with patients, carers and competency as a recognised local NHS
the public leader
To ensure effective signposting for Lack of joined up working across PCTs
service users and Directorates resulting in failure to
adequately engage stakeholders in
To develop meaningful engagement service developments, reviews and
mechanisms which influence service commissioning decisions
reform and commissioning decisions
High levels of competition from external
To deliver effective campaigns which information sources leading to reduced
effect behavioural change stakeholder trust in NHS health
messages
further develop local brand recognition
in order to build confidence in NHS Lack of measurable brand awareness in
services the future resulting in poor credibility with
public and stakeholders
To ensure effective patient relations
management through complaints, PALS Lack of staff engagement leading to lower
and patient and public involvement motivation and a negative view of the
NHS being received by stakeholders
To develop matrix working and work
together as teams to bring added value Tokenistic engagement in service reform
to efforts to improve health in equalities
across Tees
To develop ways of working with
communication and engagement teams
in partner organisations to maximise
opportunities
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3.6. Communications and Engagement PEST Analysis
Political Environmental
Drivers: Staffing – plans to redevelop
communications and engagement
World Class Commissioning Framework capacity
– new performance metrics
Balance between visible communications
Our NHS, our future (NHS Next Stage and engagement activity and stakeholder
Review) – empowering staff and perception of value for money
increasing choice for patients
Strategic outputs – ensuring NHS Tees
Standards for Better Health – increasing do not compete for media space or
measurement and evaluation culture operate in a silo
Our Vision, our future – the vision for Partnership – work with partners [NHS
transforming health and healthcare Trusts, local authorities and voluntary
services in the North East development sector] to maximise outputs
for activities and initiatives whilst
Ambitions for Health – the strategic managing locality differences
framework for maximising the potential
of social marketing
Key legislation in relation to
engagement and consultation
NHS constitution – rights and pledges
Issues:
Resistance to perceived loss of local
autonomy by partners
Resistance to capacity increases and
contractual arrangements from
independent providers
Perception of privatisation of NHS
services
Social Technological
Increasing public expectations of Greater use of new media to facilitate
services greater interaction, engagement and
influence
Diverse populations and communities
across Tees Increase in social marketing, using
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innovative marketing tools, techniques
High levels of health inequalities and and behavioural approaches to bring
low aspirations due to socioeconomic about lasting change
demographics on Teesside
Greater use of technology to record,
Lack of public understanding of the role analyse and collect patient experience
of NHS Tees role as ‘guardian’ NHS data and communications and
organisations managing providers engagement activity
NHS communications perceived as
politically driven mouthpiece by national
media
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3.7. Stakeholder analysis
Everyone who has an interest in, or can be affected by any aspect of the NHS
Tees’ activities or planning is a stakeholder.
Stakeholder analysis is the process of deciding who the stakeholders are and
what their interests and influences are likely to be, what sort of relationship is
developed, how they will be engaged and communicated with, what
information will be communicated and how feedback will be delivered.
This analysis is carried out through a Stakeholder Mapping process which
supports well targeted stakeholder engagement. This activity is undertaken on
a project basis which ensures appropriate involvement of patients, carers and
the public.
For a full overview of the NHS Tees stakeholder situation, (see Appendix iii -
Stakeholder Analysis)
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4. Statement of NHS Tees Business Objectives
This Communication and Engagement strategy will support the NHS Tees
strategic planning process which is underpinned by the requirements of World
Class Commissioning, the publication of Lord Darzi’s NHS Next Stage Review
report and its local implementation in the North East through ‘Our Vision, our
future’, and the regional health and well-being strategy ‘Better Health, fairer
health’.
The refreshed strategic plan (NHS Tees Strategy 2009-2014) continues the
direction of travel set out in our Annual Operational Plan for 2009/10 which
states that our ambition is to become world class at commissioning the very
highest quality of health services for our communities to ensure that everyone
has the best possible opportunity to improve their health.
Our Vision is simple, it is:
“that the people of Teesside live longer, healthier lives.”
In the draft strategic plan we outline our key health issues as:
higher than average smoking rates
high levels of obesity
poor diet
low levels of physical activity
harmful levels of alcohol consumption
high teenage conception rates
high usage of hospitals
lower than average life expectancy
We explain that we will do this by using the following key metrics as critical
measures in determining the success of the strategic plan in tackling these
priority issues:
Cardiovascular disease mortality rates
Cancer mortality rates
Chronic obstructive pulmonary disease mortality rates
Rates of 6 month smoking quitters
Rates of smoking during pregnancy
Alcohol related hospital admissions
Obesity rates at year six*
Reductions in CDifficle rates
*In addition NHS Hartlepool chose to focus on breast feeding initiation rates
as it has the lowest rate in the country.
In order to achieve success against these metrics, we will focus on the
development of a range of services that may be accessed throughout life across
the eight clinical pathways outlined in ‘Our Vision, Our Future’:
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Staying healthy – ensure equitable access to high quality, evidenced based
interventions and services that enable individuals to make choices to
maintain their health, or receive timely, appropriate care and treatment
when they experience ill health
Maternity and Newborn Care - improving care and outcomes for vulnerable
groups and building capacity to address the wider public health agenda
relating to pregnancy, birth and early years
Child Health - all children and young people will have the best and fairest
health and wellbeing possible
Mental Health and Learning Disabilities – commissioning appropriate and
personalised mental health services informed by the needs of the
population, and realising the profile of mental health and promoting an
integrated system with partner organisations
Acute Care - the services needed by those who are acutely ill will be safe,
responsive and available 24 hours a day, 7 days a week with advice
provided from a single point. Patients will be supported in primary and
community settings provided it is clinically safe and appropriate to do so
Planned Care - developing sustainable integrated clinical pathways that
provide more care closer to home, reducing delay at each
Long Term Conditions – addressing major burdens of morbidity through
delivery of choice, independence and excellent care with an increasing
focus on patients ‘self managing’ their condition
End of Life Care - helping all those in Teesside with an advanced,
progressive, life limiting illness to live as well as possible until they die,
enabling the supportive and palliative care needs of both patient and family
to be identified and met throughout the last phase of life and into
bereavement
The refreshed strategic plan highlights these as key areas of focus over the
next five years describing the national context, regional focus and local vision
for each, underpinned by a range of strategic goals and proposed plans of
actions over that time period.
To achieve our objectives we will work in partnership with health professionals
to look at new approaches to services and we will involve the public in their
design. At the same time we will look for even better value for money from the
services we commission.
Enabling us to be World Class Commissioners
To achieve our ambition of becoming world class commissioners we will make
commissioning decisions that reflect the needs and priorities of local people.
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We will do this by building robust communication and engagement
mechanisms, and by developing governance arrangements which support
this.
NHS Tees have jointly established a separate Tees Strategy and
Procurement Board which will be collectively responsible for the
Commissioning Strategy and Annual Operational Plan, market management,
contract negotiation and performance management, workforce development
and NHS Tees’ development as WCC Commissioners.
A Patient and Public Communication and Engagement Sub Committee is
established to report to the Strategy and Procurement Board on progress
against the Communication and Engagement objectives, and to ensure that
all stakeholder feedback and views, and patient experience intelligence
gathered from across NHS Tees, providers and practice based
commissioners is systematically used to inform commissioning decisions.
Through this process, the Strategy and Procurement Board will provide
assurance to each of the 4 Boards that:
engagement activity is carried out appropriately and is demonstrated to
influence commissioning at all levels
communications and engagement are embedded within the culture of the
NHS Tees and are integral to all work streams
patients, carers and the public have the information they need to help them
access services appropriately and to improve and maintain their health
engagement is focused, co-ordinated and monitored
stakeholders understand the outcome and impact of their involvement and
how their views have been used
co-ordinate and collate information about the patients’ experience
support and enable NHS Tees and provider staff to engage with patients
and the public
A number of enabling strategies within the Strategic Plan will ensure that the
NHS Tees continues to develop a ‘fit for purpose’ workforce, supported by the
use of the latest technology, with patients having access to modern premises
that support the delivery of a wider range of high quality services, and
managing resources in order to deliver further improvements in value for
money.
In addition, we must continue to work in partnership with the organisations
responsible for providing and commissioning patient care. We will ensure
services are safe, effective and provide value for money. At the same time,
we will improve our own performance.
If we are to realise our ambition of reducing health inequalities and saving
lives, then we must improve services and patient access to them. Our goal is
to be more responsive and flexible to people’s needs, enabling them to
access care where and when they want it.
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Actively working with patients, the public and staff is paramount to designing
and taking forward services. We continue to improve the way we engage and
consult with the public whilst improving our communication and engagement
both internally and externally.
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5. Communication and Engagement Objectives
The communication and engagement objectives will ensure patients’, carers’
and the public’s experiences, views and opinions are integral to NHS Tees’
business processes, support our vision, Strategic Plan and Annual Operating
Plan, and influence commissioning intentions and decisions. These objectives
are planned, targeted and evaluated for effectiveness.
To help achieve NHS Tees’ Business Objectives and development as World
Class Commissioning organisations, the following overarching communication
and engagement objectives have been identified, and mapped against World
class commissioning Competencies:
Communication and Engagement Team WCC competency
objectives
Reputation and stakeholder management
1. We will deliver an effective client relations 1, 3
service, managing queries, concerns and
complaints within local and national
guidelines.
2. We will manage relationships with all key 1,2 3
stakeholders through effective public affairs
and media management
3. We will deliver effective internal 1, 2, 3
communications to ensure staff are best
placed to deliver the WCC competencies
Social marketing, engagement and
communication management
4. We will deliver effective campaigns in order 1, 2, 3
to achieve behavioural change which
improve health, and which inform and drive
people to services, taking the lead on social
marketing and innovative campaigning,
based on identifiable goals and clear
understanding of the audiences needs.
5. We will develop, manage and deliver a 1, 2, 3
single equality scheme, ensuring equality
and diversity legislative requirements are
met.
6. We will ensure priorities of local healthcare 1, 2, 3
consumers and residents, carers and the
local community are reflected in
commissioning, service development and
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provision decisions though clear
communication and engagement with
patients.
The communication and engagement team will deliver these in the context of
the following key areas of work being developed across NHS Tees:
Equality and diversity
Patient, carer and public involvement
Clinical engagement
Organisational development (including becoming an Employer of Choice)
Emergency planning
Information communications development (development of websites,
intranets and Community of Interest Networks)
Whilst the implementation of this strategy is the responsibility of the
communication and engagement team, all employees across the NHS Tees
are responsible for effective communication and engagement. The delivery of
this strategy relies upon their commitment to communicate and engage with
colleagues, partner organisations, patients, carers and members of the public
responsibly and positively.
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6. Strategic positioning of our Reputation
Our brand ambition for NHS Tees is to be recognised as the guardian of NHS
commissioning and spending, and the champion for better healthcare and
better health.
We want NHS Tees to be known for its leadership of the local NHS, for
listening and acting on patients and public views and for our commitment to
partnership working.
Currently NHS Tees engages and communicate with:
Local people through our LINKs and community networks across the four
PCTs;
Members of voluntary and community organisations through network
meetings
Members of the stakeholder database using postal and online
questionnaires, and focus groups;
Our own staff and provider staff using internal bulletins and newsletter,
questionnaires and staff events
Key partners though Local Strategic Partnerships
MPs through formal briefings
Clinicians through local committees and practice based commissioning
groups
The local population through media coverage, targeted advertising,
websites, radio advertising, door to door information, publications in
public locations, stands at events.
Local authorities, Overview and Scrutiny Committees and ward
councillors
In managing external stakeholders NHS Tees will consider how political and
regulatory change might affect us and devise appropriate plans to change,
shape and influence developments to support us as organisations. Strategies
and plans will be put in place to help avert crisis, and to understand and
anticipate public, parliamentary and media scrutiny.
To ensure that reputation is well managed, NHS Tees will have clear internal
structures to engage their staff on the future strategic direction of the health
community, and to be involved in wider engagement with all staff providing
NHS services.
The press and media have significant influence upon the views that the public
adopt of the NHS, and if NHS Tees are not only to measure but correct public
perception then it is important to assess and understand exactly which
organisation is receiving what press coverage. This will also allow NHS Tees
to discuss performance with their providers.
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6.1. Key delivery enablers
There are a number of key delivery ‘enablers’ through which we will develop
the NHS Tees’ reputation and deliver the Communication and Engagement
Objectives.
Stakeholder Engagement
Stakeholder engagement is the overall process for working with individuals
and groups, both internal and external, who could influence outcomes, either
through advancing or blocking what the PCT is trying to achieve.
The health of the local population and their service needs can only improve
with the effective engagement with stakeholders, including patients, carers
and the wider public. Patient experience must be integral to commissioning
intentions and service provision decisions. To achieve this, a range of
channels and tools must be used to enable stakeholders to express their
views, opinions and share their experiences.
Our aim to become a World Class Commissioner of services means that we
must make commissioning decisions that reflect the needs, priorities and
aspirations of local people. We can only achieve this by building robust
engagement mechanisms at the start of the consultation process. Building
strong relationships with our Local Involvement Networks (LINKs) will be a
vital area in our engagement work.
Effective stakeholder engagement will:
Improve policy making and delivery
Act as a sounding board
Tap into local knowledge
Help the organisation to access the networks of influence and
communication channels that belong to stakeholders
Build consensus and understanding
Reinforce cross-organisational working
Reduce risks by creating ‘friends and advocates’ in times of crisis
Improve efficiency through the right allocation of time and resources
Patient Relations
We will work closely with our commissioning colleagues to make sure that the
new process for handling complaints and the PALS service for responding to
concerns, suggestions and queries is reflected in the commissioning process
and feedback is used to inform the Tees Strategic Plan.
Consultation
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Consultation with the communities we serve is critical in helping us to shape
commissioning intentions, but only with effective engagement and involvement
throughout.
Meaningful consultation on specific proposals for development and change
should be carried out with a wide range of stakeholders, including hard to
reach groups, to ensure that views are listened to, heard and acted upon.
Campaigning for health priorities
NHS Tees and providers will be required to work more closely with colleagues
in public health in developing more sophisticated ways of interacting with the
local population. This means understanding demographics and future
healthcare trends, and applying these to social marketing and commercial
marketing campaigns.
NHS Tees will begin working towards clearly defined Social Marketing plans
which not only outline the likely promotional campaign but also how the
success of the campaign will be measured in order to demonstrate value for
money.
Communicating plans and positive brand messages through campaigns will
support media activity, but will reduce sole reliance on the media to convey
these. For example, a positive above-the-line campaign (using paid
advertising in media such as TV, radio and press) may aid the patient and
public understanding of service changes, whereas positive messages may
lose impact if these changes have to be defended to the media.
Well-thought out and costed campaigns will not only support changes but also
allow the public more access to information.
Managing the brand and the market
One of the principal new challenges for communications and marketing
services over the next three to five years will be the changing nature of the
market and how NHS Tees is able to manage the brand within that change.
The development of the commissioning function will result in a significant
increase in the number of providers. These providers can reasonably expect
to use the NHS brand to promote their services.
In 2009, branding has been agreed by the 4 Boards which will better reflect
our increasing role as local leaders of the NHS, and the need to play a greater
public facing role and engage our local populations and stakeholders:
The PCTs are individually branded as NHS Hartlepool, NHS
Middlesbrough, NHS Redcar and Cleveland and NHS Stockton-on-Tees.
The 4 PCTs are collectively branded as NHS Tees.
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This new branding has been launched to staff as part of the launch of the PCT
Strategy. Key stakeholders have also been informed.
Internal Communications
NHS Tees has implemented an internal communication framework which
consists of 4 key areas:
An internal communication steering group
A stakeholder event steering group
A new intranet site
A rebranded and refreshed weekly staff bulletin
This framework supports the Organisational Development plan and the
Achieving through people strategy.
Building communication and engagement capacity
The communication engagement team will ensure they have the capacity and
capability to deliver the new agenda for commissioning organisations with
wider public health responsibilities.
NHS Tees will assume a greater level of responsibility for strategic issues,
working in collaboration with the Strategic Health Authority on areas such as
using region wide public satisfaction polling as a principle measure used to
assess communications and marketing effectiveness. These surveys are then
used by NHS Tees to set agreed priorities for campaigning for the year ahead
that all providers can sign up to and support.
This will require training for the communication and engagement team in
commissioning polling and perception research agencies and in the skills of
social marketing and managing social media.
The Financial strategy highlights significant investment in this area to deliver
the objectives in this Communication and Engagement Strategy.
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7. Overview of Communication and Engagement Tools
Communication and engagement with stakeholders is fundamental to a patient
led NHS, and requires an approach which can integrate research, reputation
management, media relations, consultation, involvement, change
management, public affairs, and marketing.
Communication and engagement are the responsibility of a range of
colleagues, and communicators need to ensure best practice across the
organisation.
No single communication or engagement tactic is capable of reaching all
stakeholders or all members of one stakeholder group. Good communication
and engagement is achieved through using a variety of channels and tools as
bespoke methods for each stakeholder in order to reach as wide a range of
people as possible.
Channels which are developed through consultation with stakeholders are
especially effective.
A number of key tools and channels are outlined here.
7.1 Public and stakeholder involvement and consultation
The language used in the context of patient experience can be confusing with
different people using different words to mean the same thing or the same
words to mean different things.
The term “stakeholder engagement” (see 6.1. Key delivery enablers) is used
to mean the widest possible range of stakeholders, including partners such as
local authorities and the voluntary and community sector, participating in
discussion, planning, decision making, sharing experiences and proposing
developments. (See above.)
The more specific “patient, carer and public involvement” is used to mean
participation by patients, service users, their families and friends and members
of the local communities (whether they are geographical communities,
communities of identity or communities of interest) in planning, developing
proposals and decision making in relation to health and social care.
The Department of Health (DH) Guide Glossary defines patient and public
involvement as “involving the public in shaping a care system’s development,
and keeping patients well informed of clinical processes and decisions.”
There is often also confusion about the use of the words “involvement” and
“consultation” and they are often used interchangeably. Within this strategy,
“involvement” refers to a continuing dialogue with stakeholders seeking views,
opinions, suggestions, feedback on people’s experience and proposals for
developments and changes to services. “Consultation” always follows
“involvement” and refers to a more formal process of gathering views and
opinions about specific proposals for developments or change.
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Consultation is not the end point for listening to views and opinions; the
’involvement’ should continue through to the implementation of the proposal
and beyond in order to ensure its effectiveness.
Another expression often used is that of “hard to reach” communities, meaning
those that are more disadvantaged and isolated and who experience more
difficulty in accessing mainstream services. Some people are uncomfortable
with the term “hard to reach”, believing that it may imply the difficulty lies with
the community members rather than the service commissioners and providers.
Alternative terms are “seldom heard” and “easy to ignore”. This strategy does
not determine which term is the most appropriate but will demonstrate how we
will ensure these communities are not disadvantaged.
7.2. Media Management
NHS Tees which is accountable to the public, will inevitably and regularly
attract the interest of the media. In some cases we may be proactive,
promoting the work of the NHS Tees, whilst in other circumstances we may be
reacting to a media enquiry. It is essential that the NHS Tees are able to
engage with the media on a basis of authority and knowledge, and that the
spokespersons for NHS Tees are supported by someone who is experienced
in media relations, or are themselves experienced in the field.
NHS Tees is committed to developing a good working relationship with the
media and to providing, through the media, high quality information which
supports key organisational messages.
Polling evidence indicates that the press and media have significant influence
upon the views that the public adopt of the NHS. The majority of the public
hold opinions on the local and national NHS based largely on media reporting.
MORi research shows that people who have recently been treated by the NHS
tend to have a far higher opinion of healthcare services that those who have
not had recent contact with the NHS.
There are expectations upon NHS Tees to manage relationships with the
press and the media, and to measure and correct public perceptions. It is
therefore important to assess and understand which NHS institutions are
receiving what press coverage.
Messages delivered through the media are seen as independent and more
credible than advertising or corporate publications. Media relations, through
press releases and articles is a free channel to reach large audiences,
although there is not full control over the message or timing. The PCTs aim to
be proactive in promoting and protecting organisational reputation.
NHS Tees are committed to a policy of openness with the public and therefore
have a responsibility to inform the media about health services, changes to
services, the policies of the PCTs and the way they work. We will actively seek
to explain these to the public through the news media.
(See Appendix iv – Media Handling Policy)
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In a crisis, information is sought from many people and it is important to have
a plan which clearly defines how the NHS Tees will manage this.
(See Appendix v – Crisis Communication Plan)
7.3. Social marketing
Social marketing is an adaptable approach, increasingly being used to achieve
and sustain behaviour relevant to a range of social issues and topics.
While formal definitions can vary across the literature, there are three common
key elements:
• First, its primary aim is to achieve a particular 'social good' (rather than
commercial benefit) with specific behavioural goals clearly identified and
targeted.
• Secondly, that it is a systematic process phased to address short, medium
and long-term issues.
• Finally, that it utilises a range of marketing techniques and approaches (a
marketing mix). In the case of health-related social marketing, the ‘social
good’ can be articulated in terms of achieving specific, achievable and
manageable behaviour goals, relevant to improving health and reducing
health inequalities.
Social marketing is an adaptable approach that can be tailored to different
contexts and timescales. In line with all good planning and development it has
some core stages.
Of key importance is the ‘front end’ scoping stage which needs to drive the
whole process. The primary concern here is with establishing clear actionable
and measurable behaviour goals to ensure focused development across the
rest of the process.
The ultimate effectiveness and success of social marketing rests on whether it
is possible to demonstrate direct impact on behaviour. It is this feature that
sets it apart from other communication or awareness raising approaches,
where the main focus is on highlighting information and helping people to
understand it.
The National Social Marketing Team is providing practical support to NHS
Tees in applying this approach by co-ordinating activity across the North East
Strategic Health Authority area. Work is ongoing between colleagues in
Communication and Public Health to develop a co-ordinated and consistent
approach across clusters, and the North East.
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7.4. Social and digital media
These communication and engagement tools offer the greatest potential as a
development area for NHS Tees.
Social media are shifting the relationships between organisations and their
service users. The expectation of services users are changing and they now
have the means to take on a more active role in engaging with the
organisation.
This provides opportunities to enable stakeholders and service users to share
positive stories and provide third party endorsement, but it also requires
organisations to manage the feedback, ideas and demands that will emerge.
The use of the Internet is now mainstream with 37 million UK interest users
and 61% of households with internet access. 16% of over 65s use the internet.
Social and digital media are now working alongside, rather than replacing,
traditional media. These open up opportunities for sharing of information and
views, and networking.
The implication for patients and members of the public is that they are now
able to use these media to test messages and information provided by
organisations, act as ‘communities’ with a more powerful voice, and expect to
be listened to. Patients seeking information in order to make decision are able
to access information, opinions, advice, conversations and join relationships.
Social media can also be used to support organisational development and
staff engagement.
The following are some of the main social networking tools, and how they
might be used to support the NHS Tees communication and engagement
activities.
Social networks
Examples of social networks are Facebook, MySpace and Bebo where
users can set up their own pages and share information. These are
popular with young adults and allow users to create groups with their
networks around issues or ideas.
These could be used by NHS Tees to access stakeholders existing social
networks, to build ‘friends of’ groups around services, build communities of
‘friends’ who can lobby on behalf of the organisation, and listen to users’
interest and concerns.
Management of ongoing involvement would have resource implications in
terms of time.
Blogs
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These are online-diaries which can now include commentaries, citizen
journalism and campaigns. Many Blogs are about or refer to health issues,
and allow readers to leave comments which can develop into new
conversations. Service users and stakeholders will talk to each other
through Blogs which provides opportunities to learn from this community.
Opportunities for use by NHS Tees could include a range of Blogs from
staff across the organisations, time limited blogs which tell the story of a
project or new development, and comments and questions on health
bloggers’ sites. This would require a Blogging Policy to be in place, and
training and support for staff in order to embed blogging within NHS Tees.
Wikis
A Wiki is a website where anyone can edit any page and add new links
and pages. Many organisations now use Wikis to share information, good
practice and networking. They have been used to develop new service
ideas by bringing together ideas and contributions.
Wikis could be used to manage partnership projects, develop strategic
documents across the organisation, and provide a consultation space for
stakeholder engagement.
It would be important to ensure that all contributors feel that their
contributions are equally valued, and to clearly define required outcomes.
YouTube
YouTube is one of a number of free sites what offer space for users to
upload video, create their channels and form groups around videos and
areas of interest. More users are likely to visit YouTube than an
organisation’s website.
You Tube could be used to create video diaries of a project or conference,
enable stakeholders to tell their stories, and create video feedback
channels for service users. For example, press releases can be turned into
Social Media Releases by including a link to a video version.
Challenges would include managing comments and questions, and
ensuring NHS Tees representatives appear natural and credible on their
video contributions.
Podcasts
Podcasts are audio blogs. Users subscribe to a podcast through a feed
which pulls the latest version down to their computer. There are many
podcast search engines which allow users to find podcasts on particular
subjects.
Patients, stakeholders and the community may tell their health stories in
sounds, and health professionals also use these to share their experiences
and idea. Podcasts enable those people who are less confident in writing
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to tell their stories. They are an economical means of communication as
they do not take long to record.
Podcasts could be used to enable chief executives, senior clinicians,
frontline staff, service users and stakeholders to tell their ‘stories’ from their
perspective.
NHS Tees would need to establish the ‘voice’ of the organisation, and who
would be best placed to edit and produce podcasts.
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8. Key Messages
Whilst NHS Tees overarching message will focus on our role as the local
guardian of healthcare and the champion for better health, this will be
underpinned with messages that focus on areas such as:
Giving everyone an equal opportunity to get the support they need to stay
healthy
Commissioning improved services to give better access, choice and value
for money
Developing our people, expertise, buildings and back-up technology.
Managing our money carefully
Ensuring that the people who use our services and the people who provide
them have confidence in the NHS
Giving people a meaningful say in how our services develop
Providing appropriate and timely feedback and continuous dialogue
These messages have been tested with NHS Tees staff, provider staff and
stakeholders through an on-line questionnaire and a series of focus groups.
These will inform the final messages adopted by NHS Tees.
NHS Tees will ensure that these messages are integral to any engagement
and communication activity.
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9. Implementation Plan
Communication and Engagement services are provided by the
Communication and Engagement Team on an ‘internal agency’ basis, to
service the needs of a range of ‘clients’.
The emphasis has been on enabling and supporting staff to understand and
engage in planning appropriate communications, engagement/involvement
and marketing activity as part of their ongoing service development and
delivery.
The diagram below describes the range of internal and external relationships
and resources through which the teams will aim to deliver world class
communications and engagement.
The Implementation Plan provides a summary of the specific plans and activities that
will be delivered during 2009/2010. A revised action plan for 2010/2011 will be
presented to the Patient and Public Communication and Engagement Committee
March 2010.
See Appendix iv – Implementation Plan 2009/10
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10. Risk assessment
Responding to key drivers, assimilating learning and compliance with
legislation will have an impact on how well an organisation performs.
Patient Centred Commissioning is integral to NHS Tees' development agenda
and success as commissioners in delivering services that meet the needs and
preferences of local people. Sustained, meaningful engagement with local
people will result in improved outcomes around health and well being; in
particular, engaging with ‘seldom heard’ and vulnerable groups will contribute
to tackling health inequalities. Local people will have more trust in the NHS
Tees as a result.
Poor commissioning decisions that have not been informed by the views of
local communities are a significant risk in terms of services that fail to meet the
needs and preferences of local people. This will create lack of trust in the NHS
from local people, and weak and strained relationships with other
organisations and local communities.
Risk Mitigation
All communication and engagement team Short term external support in place
capability and capacity gaps not filled Review of capacity and capability needs
substantively, possibly leading to failure to
meet objectives
Media coverage reverts to reactive, low Continued relationship building internally to
volume, not ‘on message’, resulting in poor ensure news is communicated to the team
ongoing feedback on reputation. Contacting national and trade media with
stories carefully identified for news value
Relationship building with key journalists
continues
Ongoing media prospect planning linked to
business plan and AOP
Poor collaboration at senior level on Build core competencies for communication
strategic planning so that communications and engagement across teams
and engagement strategies and objectives Create network of internal champions
do not support SP and AOP
Matrix working across NHS Tees and Communications team representatives to link
Directorates does not develop so that with public health representatives
business objectives are not supported Communication and engagement leads to
consistently. meet with business objective leads to
discuss delivery needs
Brand awareness of NHS Tees needs Continued proactive media and public
further developed awareness activity reinforce brand(s) at all
times
Internal campaign with staff to raise the
profile of the importance of the brand with
stakeholders
Partnership working and engagement with Working in partnership with Local
stakeholders to shape services and Involvement Networks to achieve
improve health does not develop and improvements in NHS services
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services are poorly commissioned in terms Consultation activity is managed effectively
of reflecting the needs of the community. and outcomes are implemented to meet
patient, carer and public need
Staff proactively seek to understand
experiences of services patients, carers and
the public receive.
Commissioning decisions reflect the needs,
priorities and aspirations of the local
population
Training on patient and public involvement is
readily available and taken up by staff
Toolkits, protocols and templates used by
service managers to assist in undertaking
engagement and consultation activity.
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11. Evaluation
Managing and Measuring Reputation
If NHS Tees is to ensure that communication and engagement work is evidence
based and meets the needs of key stakeholders, activity must be evaluated and
measured.
The World Class Commissioning Assurance Framework measures the NHS
Hartlepool, NHS Middlesbrough, NHS Redcar and Cleveland and NHS Stockton on
Tees against a range of competencies individually. Communication and Engagement
have a role within most of these competencies but specifically within:
Locally leading the NHS
Working with community partners
Engaging with public and patients
NHS Hartlepool, NHS Middlesbrough, NHS Redcar & Cleveland and NHS Stockton
on Tees will be measured thought public polling data, 360 stakeholder reviews and
media evaluation. This will form an annual evaluation of communications
performance.
We will also conduct their own evaluation to include:
Media evaluation – quantitative and qualitative
Audits – internal and external communications
Focus groups
Staff surveys
Patient survey
Feedback at formal meetings
Compliments and complaints
PALS enquiries
Stakeholder surveys
Innovative engagements
Feedback through new media engagement
NHS Tees may commission specialist organisations to carry out this work and
benchmark against other organisations. Whatever work is commissioned, it will only
be valuable if it is tracked over time.
In addition, monitoring and review measures will be put in place to ensure the
Implementation Plan (Appendix ii) is successfully implemented as part of the Annual
Business Plan. Ongoing monthly activity reports will also be provided to each
organisation.
Media evaluation
Sophisticated media evaluation will measure reputation as perceived in the media
against a number of indicators, including accountability, engagement, accessibility
and transparency.
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Reputation audit
A reputation audit will enable the NHS Tees to determine the gap between desired
reputation (made up of purpose, aims, values and role) and their actual reputation. It
will help to identify:
The relative strengths and weaknesses of the reputation components (vision,
leadership, brand, employees, stakeholders)
Existing research and surveys and what new research may be necessary
Key stakeholders and audiences, their perceptions and priorities according to
impact;
Leadership consensus about desired reputation and collective confrontation of
significant issues
Quick wins and evaluation of internal resources and capabilities
Brand audit and analysis
The purpose of this is to:
Audit brands, identities and logos
Map them against audiences and LINks to Public Service Agreement (PSA)
targets
Classify brands according to strategic priorities
Determine which brands are worthy of investment and which need to be de-
prioritised; and
Test recall and provide a baseline for measuring perceptions
Evaluate the health of key brands and identify areas where performance can
be improved
The brand audit will provide a baseline from which successes in relation to the NHS
Tees and their role and function can be measured.
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12. Financial Analysis and Resource implications
Resource implications
The communication and engagement team was established in January 2009,
bringing together the communication and marketing and the patient experience
teams. This further enhances the joint working that already existed between the two
teams.
The staff costs of this team is approximately £600k.
The following are the broad projected costs to deliver the Strategy as reflected in the
Financial Strategy. These budgets are now recurring and closely aligned to delivery
of communications and engagement objectives.
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Communication and Engagement Budget
Item 2009/10 2010/11 2011/12
Per PCT Total Per PCT Total Per PCT Total
Corporate: £15k £60k £15k £60k £15k £60k
Public affairs,
branding, staff
engagement,
internal
communications,
perception
research
E-comms: £30k £120k £30k £120k £30k £120k
Website, intranet
Engagement: £25k £100k £25k £100k £25k £100k
involvement,
consultation,
patient
experience
research
Information: £30k £120k £30k £120k £30k £120k
Publications,
advertising
Marketing £150k £600k £150k £600k £150k £600k
campaigns
Total £250k £1m £250k £1m £250k £1m
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Appendix i
Terms of Reference
Patient and Public Communication and Engagement Committee
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Tees Strategy and Procurement Board
Patient and Public Communication and Engagement Committee
Terms of Reference
1 Principal Functions
The principle function of the Patient and Public Communication and Engagement
Committee is to empower people through engagement and information (NHS Next
Stage Review). It will do this by ensuring the effective implementation of key areas in
the communication and engagement strategy. It will have a key role in supporting
the Tees Strategy and Procurement Board in discharging its responsibilities by:
ensuring that robust methods of communication and engagement are
developed with individuals, groups and communities to allow meaningful
involvement with the Primary Care Trusts; using the feedback from such
engagement to develop proposals to improve the access to and quality of
services commissioned from providers
ensuring that the views of patients, carers and the public regarding their
experience of services are taken into account when developing contract
specifications and meeting contract standards around quality.
2 Duties and Responsibilities
The specific responsibilities of the Patient and Public Communication and
Engagement Committee will be to:
ensure the organisations have the appropriate systematic mechanisms in
place to listen, capture and respond to patient, carer and public feedback
on their experiences, views and opinions of NHS services, ensuring
these views are used in improving, delivering and commissioning
services
ensure the organisations plan, implement and review effective
consultation processes in line with their responsibilities under Section
242 and 244 of the consolidated NHS Act 2006 to demonstrate
involvement of a wide range of stakeholders in developing new services
and being involved in setting health priorities with particular attention to
the areas of Joint Strategic Needs Assessments, Practice Based
Commissioning and service development
ensure the organisations use appropriate social marketing approaches to
develop consultation and involvement processes
ensure the development of capacity and expertise of staff and partner
stakeholders to ensure that the engagement of people is mainstream in
the development and commissioning of services and that patient
experience is proactively used to improve outcomes for patients in all
areas of the PCT strategy
ensure the effective implementation of ‘making experiences count’ – the
new complaints regulations, providing people with responses leading to
service improvements and a reduction on repeat complaints
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ensure the implementation of a consistent accredited process for the
production and distribution of health care information to support people in
accessing services and making decisions about their health and health
care
contribute to the effective monitoring of local performance of any national
quality metrics relating to patient experience, communication and
engagement and those in the Quality Outcome Schedule against best
practice to ensure patient and public views are considered in the process
ensure effective monitoring and reporting processes which highlight
performance and issues which impact on service quality to the relevant
sub committees of the Tees Strategy and Procurement Board in
particular the Quality Assurance and Improvement Committee and the
Contract Compliance Committee
receive and review minutes and reports from sub-groups that will
contribute to the principle functions of this Committee
ensure the development and monitoring of a prioritised programme of
work to deliver of the key elements of the PCT Communication and
Engagement Strategy
ensure an effective and efficient process to identify and share areas of
good practice in relation to patient and public engagement
support the development and implementation of appropriate systems,
processes and strategies to enable the organisations to become World
Class Commissioners, particularly contributing to achievements under
Competencies 1 and 3
ensure the implementation of pledges, rights and responsibilities relating
to communication and engagement contained within the NHS
Constitution.
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3. Governance Arrangements
The Patient and Public Communication and Engagement Committee will be
directly accountable to the Tees Strategy and Procurement Board.
There will be clear links into the Contract Compliance Committee,
demonstrated through the Committee’s programme of work, specific agenda
items and a member of the Patient and Public Communication and
Engagement Committee sitting on the Contract Compliance Committee.
There will be clear links to the Quality Improvement and Assurance Committee
demonstrated through the Committee’s programme of work, specific agenda
items and the Assistant Director of Communication and Engagement sitting on
the Quality Improvement and Assurance Committee.
4. Membership
The voting membership will be:
Non Executive Chair (from the Tees Strategy and Procurement Board)
Four Non Executive Directors (One from each statutory PCT Board)
Director of Communication and Engagement
Assistant Director of Health Systems Development (North)
Assistant Director of Health Systems Development (South)
Locality Directors of Public Health on a rotating basis
Assistant Director of Procurement
One representative from each of the four Local Involvement Networks
(LINks) across Tees
Members of the Committee are expected to attend at least 75% of the meetings in
any twelve month period and identify a named deputy to the Committee secretary
who will attend in their absence. Deputies will be expected to have the delegated
authority to act on the full member’s behalf. Appropriate support will be provided
to members to enable their full participation, and LINk representatives may be
supported through the attendance of a member of the Host organisation, in a non-
voting capacity.
Other members may be co-opted onto the Committee with the agreement of
all members. A similar right of co-option shall extend to sub-committees.
Such co-opted members will have no voting rights.
The Assistant Director of Communication and Engagement will attend each
meeting as core support to the Committee.
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Quoracy and Voting
The Patient and Public Communication and Engagement Committee will be
quorate with five voting members present, of which at least one must be a Non
Executive member, one a member of the PCT management team and one
LINk representative.
It is unlikely that items discussed will need to be put to a vote as consensus
will normally be reached. However, where required, decisions will be decided
through majority voting arrangements with the Chair having the casting vote
where necessary.
Frequency
Meetings will be held on a bi-monthly basis but, at the discretion of the Chair,
agreement can be made to hold other meetings as and when considered
necessary.
Committee Structures
The Patient and Public Communication and Engagement Committee can
establish sub-committees/groups to lead on particular issues. The Terms of
Reference will be approved by the Patient and Public Communication and
Engagement Committee.
Other Governance Issues
Agendas and papers will be sent to members at least five working days
before the meeting.
A minimum of 10 working days notice prior to the Committee meeting
should be allowed for matters to be placed upon the agenda; urgent
matters submitted after this deadline may be included in the agenda
subject to the agreement of the Committee Chair.
All agenda item requests shall be accompanied by a completed agenda
item submission form prior to being placed on the agenda.
All members must declare any interests, which will be included in the
minutes of the meetings and where there is a conflict of interest the
Chair will notify the member whether they should withdraw from the
meeting, the discussion and/or voting.
Minutes of all sub-groups of the Committee will be presented to the
next available meeting of the Committee.
Minutes of the Committee will be presented to the next available
meeting of the Tees Strategy and Procurement Board.
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Administration
The Assistant Director of Communication and Engagement will be responsible
for ensuring the effective administration of all meetings including the
distribution of papers and the provision of minutes.
These Terms of Reference will be reviewed annually or as deemed necessary
by the Chair.
Approved: July 2009 (to be confirmed)
Review date: July 2010 or earlier.
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Appendix ii
Role of the Communication and Engagement Team
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Function Detail
Media Relations Deliver the press office function, includes:
Identifying proactive opportunities
Issuing press releases
Reactive responses/providing spokespersons
Public Affairs Support the organisation in public affairs, includes:
Parliamentary Enquiries
SHA/DH requests for information
Organising MP/VIP visits
Formal link to Health Scrutiny Committee
Support FOI process
Consultation Lead formal consultation exercises
Ensure organisation complies with relevant
legislation (ie Section 242)
Public and Patient Lead on delivering and embedding robust and
Involvement meaningful PPI practice across the organisation (see PPI
Framework)
Staff Communications Lead on strategic/operational internal communications
activities, including:
PCT Team Brief
Intranet communications sections
Communications Champions/Folders
Ad hoc briefings
Reputation Management Provide proactive leadership to manage the reputation of
the local NHS, via:
Horizon scanning
Media monitoring
Partnership working
Proactive communications and engagement
NHS Identity/Branding Governance of NHS/PCT logo Approval of patient
information/marketing materials Design consultancy PCT
Style Guide (work in progress)
Publications Lead on corporate communications, including:
PCT Annual Report
Commissioning Prospectus
Your Guide To Local Services
Health Matters publication
Winter Health Guide
GP/independent contractor newsletter
Web platforms Strategic lead for PCT website content and development
Oversee e-content governance process Support policy
tracking and review
Involvement Closely support public and patient involvement
objectives.
Public Information/Health Support Public Health in health education and health
Education promotion activity.
Emergency Planning & Lead on communications elements related to emergency
Business Continuity preparedness and responding to a major incident.
Miscellaneous Event organisation – ie public meetings, AGM etc.
Supporting Provider Services in marketing exercises
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Appendix iii
Stakeholder Analysis
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Stakeholder analysis
This stakeholder analysis has been developed to support prioritisation and targeting
of PCTs’ communications and engagement activity.
A stakeholder analysis will ensure that communications and engagement are
appropriate to the needs of different stakeholders by segmenting the key
stakeholders by their key characteristics and by understand their agendas, influences
and communication preferences. This can help to determine engagement priorities,
the most appropriate relationship, and realist and effective activity plans.
Stakeholders can be mapped in terms of:
power
interest
influence
awareness
credibility
legitimacy of relationship
Influence / Interest Matrix
High Medium Low
Key players –
need strong
Stakeholder interest
High
buy-in. Treat as
PARTNERS
CONSULT
‘We will listen to you
and respond.’
Medium
INVOLVE and
maintain interest.
‘We can work
together where
common ground KEEP
exists.’ INFORMED
Low
’We will tell
you.’
Stakeholder Influence
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Appendix ii
The diagram below gives an illustration of the groups of stakeholders with whom NHS Tees needs to engage.
Stakeholder Segmentation
Unions Professional bodies e.g. BMA, GMC, Local Committees,
Royal Colleges
OSCs
PCT staff
LINKs
NHS Trust and Provider Services staff
Media
Independent contractor staff
MPs, local 6. Represent
councillors, Mayors 1. Staff
Patients
Employees
Key clinicians
5. Influencers 2. Patients and carers Carers
Campaign groups
4. 3. Health Patient / long term condition groups
Community partners
Business representatives Regulators and inspectorates
Private providers and independent contractors
Hard to reach groups Local authorities, Local Strategic Partnerships
Public SHA, DoH, Secretary of State
Community groups
3rd sector groups e.g. voluntary groups and major
charities
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Appendix ii
Stakeholder Map
Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Staff
NHS Tees staff Affected by issues and Supporting staff through Developing Effective staff
have an effect. ongoing cultural and communication and engagement through
NHS Trust and Provider organisational changes. engagement skills and development of
Services Staff Diverse in terms of roles capacity across the leadership and
and grades. Staff identification with organisations. facilitation behaviours.
Independent contractor NHS ‘brand’ as new
staff Once engaged, can organisations develop. Provide and efficient Focus groups to gather
engage other news and insights.
stakeholders. Increasing use of communication channel,
informal social media by both to and between Intranet. All staff will
If disengaged, can staff e.g. not ‘top down’ staff. take responsibility for
disengage other and relatively their use of the intranet.
stakeholders. uncontrolled Increase knowledge and Staff usage of the
information flow within intranet will increase
Diverse in terms of ease High volume of the PCTs. as this becomes the
of reach e.g. off site, on information to most trusted source of
leave on shift, disseminate. Provide a centralised information.
contracted, levels of resource for
literacy. Measuring engagement organisational Well established,
and understanding. information and regular communications
knowledge. framework with tailored
‘How will our roles be Increasing reliance on channels which are
affected?’ electronic Developing support regularly audited.
communications. tools for organisational Increasing emphasis on
development and e-communications. Also
Developing protocols for training e.g. ‘toolkit’ staff meetings, CEO
communication with meetings, newsletters.
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provider and contractor Developing an online
staff. community of staff.
Guidelines for managing
participation in social
media
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Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Patients and carers
Patients / public May be dependent Ensuring patients and Informing, involving and Mass communication to
recipients of information. the public become a consulting large groups through
May not be involved or more high interest and local media
interested. high influence group. Increasing confidence in
NHS ‘Above the line’
Exposed to and Demonstrating how marketing campaigns
expected to assimilate a outcomes of Building positive using range of methods
range and variety of engagement influence reputation of NHs Tees and materials.
messages from a commissioning. in terms of improving
number of different services Social marketing to
sources on a daily Creating interest and target identified groups.
basis. Will ignore or relevance. Awareness of key health
discard anything not messages Focus group events
immediately perceived Creating ‘call to action’
as relevant. in use of services, Awareness and Surveys /
lifestyle change, understanding of access questionnaires
May be reached through consultation. to services
GP or clinics, Network based
community groups. engagement through
public meetings, focus
‘I am just one of many.’ groups, listening events.
Informal support groups Network based groups. Developing ongoing Informing, involving and Use of social media and
/ carers groups consultative consulting. websites.
Have prior knowledge, relationships and
have high involvement, engagement to shape Accessible engagement Targeted
are time rich, confident, services and improve in key developments communication and
self-sufficient, self- health Increasing confidence in engagement through
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aware, discriminating. NHS stakeholder database.
‘We want to be (Also as above.) Use clinicians to engage
respected, equal on service design issues
partners who are part of
a network.’
Patient and long term Groups of individuals Developing ongoing Informing, consulting, Network based
condition groups who are highly aware interactive relationshipsinvolving and partnering. communication and
and discriminating. engagement through
Developing effective use Engagement in services public meetings, focus
Increasingly demanding of social media. changes and groups, listening events.
of tailored engagement developments.
and flexible Increasing frequency Individual
relationships, and seek and targeting of Demonstrate influence correspondence.
increased control. communications. of stakeholder
engagement in More individualised
commissioning forms of social media.
decisions and service
development.
(Also as above.)
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Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Health partners
Regulators and High influence. Managing stakeholder Agreeing consensus in High profile media
inspectorates Legitimate and objective perception of NHS Tees’ managing reputation of management of
regulatory relationship. performance NHS across clusters / reputation and
benchmarking across SHA area. performance. Direct
clusters / SHA areas. liaison with regulator
communications
colleagues.
Private providers and Legitimate contractual Developing robust Managing the NHS Tailored
independent contractors relationship. contractual relationships brand and reputation communications and
(to include 3rd sector which ensures effective through contractual engagement
providers) Direct link to patients / communications and relationship mechanisms which
public. Can block or engagement are address contractor
advance delivered by all Building our reputation issues.
communications and providers. as leader of the NHS
engagement links. Knowledge based
Maintaining control over solutions.
Seek to gain and the NHS brand
maintain prestige Communications and
contract with NHS and engagement work with
increase customer base. planning, performance,
clinical and
commissioning.
Local authorities, Local Legitimate partnership Ensuring public affairs Demonstrating that NHS Managing public affairs
Strategic Partnerships relationship. management builds and Tees: to ensure existing
maintains relationships networks and decision
High local profile as on an ongoing basis. has significant influence making processes are
decision maker. on their decisions and maximised to enable
actions discussion. High quality
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Influences standard of briefing
communications to local participates in the local materials.
councillors. health agenda
Advance planning of
Political relationship with is an effective partner in engagement with
local MPs. delivering health existing mechanisms.
objectives
Strategic Health Legitimate and objective Developing productive Demonstrating High quality public
Authority, Department of accountability relationships of competencies as World affairs through
Health, Secretary of relationship. accountability Class Commissioners. engagement routes.
State
3rd sector groups / Specialist interest, Managing specific or Building reputation of Public affairs
voluntary sector / major potentially high single but high profile NHS Tees as leader of management through
charities influence over users. issues. the NHS. engagement and
High media profile as consultation. Maximising
political lobbyists. opportunities user
involvement.
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Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Community
Public May be dependent Ensure patients and the Informing, engaging and Mass communication to
recipients of information. public are a high interest consulting large groups through
May not be involved or and high influence local media
interested. group. Increasing confidence in
NHS ‘Above the line’
Exposed to and Demonstrating how marketing campaigns
expected to assimilate a outcomes of Building positive using range of methods
range and variety of engagement and reputation of NHS Tees and materials.
messages from a consultation influence in terms of improving
number of different commissioning, services Social marketing to
sources on a daily target identified groups
basis. Will ignore or Creating interest and Awareness of key health
discard anything not relevance. messages
immediately perceived
as relevant. Creating ‘call to action’ Awareness and
in use of services, understanding of access
May be reached through lifestyle change, to services
GP or clinics or other consultation.
independent Feedback
contractors.
Exposed to and
expected to assimilate a
range and variety of
messages from a
number of different
sources on a daily
basis. Will ignore or
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discard anything not
immediately perceived
as relevant.
Community Groups Network based groups, Informing, consulting, Increasing confidence in Network based
geographically or and involving. NHS communication and
demographically engagement through
defined. Developing consultative Building positive existing networks
relationships where reputation of NHS Tees
May have spokespeople groups have prior in terms of improving Public meetings, focus
/ Chairs with local knowledge, have high services groups, listening events.
political influence. involvement, are time
rich, confident, self- Awareness of key health Social media and
Can provide media sufficient, self-aware, messages websites.
spokespeople on local discriminating.
issues. Awareness and Targeted
understanding of access communications through
to services stakeholder database.
Accessible engagement Face to face interaction
in key developments with local forums /
Increasing confidence in representatives
NHS
Hard to reach, Disadvantaged and Language barriers in Developing local Creativity and
marginalised and isolated groups who informing, involving and contacts partnership e.g.:
vulnerable groups. experience more consulting. Communications and
difficulty in accessing Developing accessible engagement through
Overlapping issues can mainstream services. Developing interactive mechanisms and existing networks and
include: relationships provision contacts.
People whose first A priority for
language is not engagement. May not Working with partner Awareness of key health ‘Borrow’ engagement
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English have contact with the organisations to support messages channels and credibility
People with poor NHS e.g. take up of increased access from appropriate
literacy skills (in screening. Awareness and partners
English and/or understanding of access
own language) Are otherwise no to services Use advocates and
Young people different to mainstream specialist media
Carers and young audiences. Accessible engagement
carers in key developments Talks at local meetings,
Single parents Exposed to and dedicated meetings,
People with expected to assimilate a Tailor approach focus groups, listening
disabilities range and variety of accordingly by being events.
People with messages from a aware of different
mental health number of different groups’ circumstances Social media and
problems or sources on a daily and preferences. websites.
learning basis. Will ignore or
disabilities discard anything not Ensure communications Targeted
Older people immediately perceived and engagement is communications and
as relevant. accessible to range of engagement through
Digitally excluded
language and literacy stakeholder database.
Socio-
Groups united by faith needs
economically
may not be Face to face interaction
deprived
homogenous. with local forums /
communities
representatives
Geographically
isolated Targeted health
messages through
social marketing
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Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Influencers
Campaign groups Local, regional or Managing specific or Building reputation as Media management
national. single but high profile the local leader of the
issues. NHS. Public affairs
Specialist and local management
interest, potentially high ‘Call to action’ for public. Demonstrate influence
influence over users. of stakeholder Consultation.
engagement in
May be linked to local commissioning Maximising
political structures e.g. decisions and service opportunities for user
local councillors as development. involvement.
members
Face to face interaction
High local media profile with local forums /
on key issues representatives
Individual
correspondence.
More individualised
forms of social media /
engagement.
Key clinicians High credibility with Engaging clinicians to Building reputation of Clinical networks and
many other enable their input into the PCT as leader of the representative bodies
stakeholders policy, strategy and NHS.
campaigning. Individual
High level of influence Demonstrate influence correspondence.
within the NHS Clinicians’ available time of stakeholder
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to take part in engagement in More individualised
May be perceived as engagement or commissioning forms of social media.
leaders of the NHS consultation activity decisions and service
development. Consultation.
High media profile on
NHS issues Formal PCT decision
making
structures
MPs, local councillors, Political partnership Establishing ongoing Building reputation of Public affairs
Mayors relationship. public affairs approach the PCT as leader of the management through
to engage on ongoing NHS. political networks
High local profile as basis with key
decision makers. developments. Consultation.
Demonstrating that NHS
Influences Managing competition Tees: Maximising
communications with for their endorsement opportunities for user
local authorities. and support. has significant influence involvement.
on their decisions and
Political relationship with actions Face to face interaction
local authorities and with local forums /
Overview and Scrutiny participates in the local representatives
Committee. health agenda
Individual
is an effective partner in correspondence.
delivering health
objectives More individualised
forms of social media.
Traditional Media High influence, high Maintaining quality and Establishing Targeting key journalists
interest in terms of news timeliness of relationships with key
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value. information. journalists
Increasingly use citizen Agreeing key messages Building positive
journalists and social to underpin all media reputation of NHS Tees
media sources. activity
Increasing positive
Some constraints. media coverage
Analysing media
coverage
LINKs High interest, high Demonstrating that Establishing processes Face to face interaction
influence partner. involvement activity is to underpin effective with local LINKs.
Political links to local an integral part of partnerships.
authorities and local commissioning process. Responding to requests
patient groups. for information.
Source of ambassadors Regular briefings on
within local involvement activity
communities.
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Stakeholder Group Characteristics Challenges Comm’s & engm’t Channels / Methods
priorities
Representing
Overview and Scrutiny High interest and high Co-ordinating ongoing Building reputation as Established processes.
Committees interest. Legitimate representation to the local leader of the
scrutiny relationship. position issues and NHS. Public affairs
enable engagement management.
Range of political LINKs alongside formal
and influences, scrutiny processes. Demonstrating integrity Regular briefings.
including SoS. Can of engagement as part
block or advance Managing internal of commissioning
developments. processes to ensure processes.
consistent messages
Media focus. and robust briefing.
How will this affect our Develop awareness of
residents?’ political influences and
LINKs for OSC
‘Is this a fair and members.
transparent process to
which everyone can
contribute?’
Professional bodies Strong influence over Establishing ongoing Building reputation as Media management
clinicians. Clinician’s dialogue channels the local leader of the
GMC most trusted source of alongside more formal NHS. Public affairs
BMA opinion and information. communications, management
Local medical, dental, engagement and
pharmacy and Indirect but powerful consultation activity. Treat as key players Involvement and
ophthalmic influence over service and partners by consultation.
committees users, patients and Finding key ‘influencers’ prioritising
Royal Colleges public. among clinicians. communications re Face to face interaction
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issues likely to affect with local
Can lobby ministers and members arising from representatives
provide credible source commissioner/provider
of media comment. relationship. Individual
correspondence
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Appendix ii
Appendix iv
Media Policy
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Contents
PAGE
TITLE
NUMBER
1. Executive Summary 3
2. Rationale for Media Engagement 3
3. Delivering Media Engagement 4
Build and develop strong relationships with individual
3.1 4
journalists and corporate media outlets
Pro-actively seek to place positive health messages across
3.2 5
a wide range of media targets
React to enquiries from the media in a positive and timely
3.3 7
fashion
Create and maintain a damage limitation plan, delivering it
3.4 as and when required in order to prevent damage to the 8
reputation of the NHS Tees and the National Health Service
nationally
Create and deliver an innovative and robust media training
3.5 9
programme for PCT staff and others
Actively monitor and evaluate all aspects of media coverage,
aiming to constantly improve the quality and productivity of
3.6 10
media coverage as measured on the Precis scale and
captured by the Strategic Health Authority
4. Partnerships 11
5. Key Media Targets 12
6. Summary 12
68
7.1 Appendix 1: Media Briefing Sheet 13
7.2 Appendix 2: Media Training Programme 15
7.3 Appendix 3: Key Media Targets 23
1. Executive Summary
Effective media relations are essential to the success of any organisation in
the public eye. As a public body, the NHS has a responsibility to ensure that
nationally, regionally and locally agreed health messages are disseminated as
widely as possible.
The media is one of the key tools that significantly enables the distribution of
public messages. To maximize the opportunities that the media affords, a
dedicated media team sits as part of the NHS Tees Communication and
Engagement Directorate.
This media policy outlines how the media team will engage with national,
regional and local media to deliver public health messages for the benefit of
local residents, will seek to enhance the reputation of the PCTs via the
creation and distribution of pro-active positive messages and will aim to
protect and restore the reputation of the PCTs where negative messages are
placed in the public domain.
In particular, this policy outlines how the media team will set out to deliver the
following aspects of media engagement:
Build and develop strong relationships with individual journalists and
corporate media outlets.
Pro-actively seek to place positive health messages across a wide
range of media targets
React to enquiries from the media in a positive and timely fashion
Create and maintain a damage limitation plan, delivering it as and
when required in order to prevent damage to the reputation of NHS
Tees and the National Health Service nationally.
Create and deliver an innovative and robust media training programme
for PCT staff and others
69
Actively monitor and evaluate all aspects of media coverage, aiming to
constantly improve the quality and productivity of media coverage as
measured on the Precis scale and captured by the Strategic Health
Authority.
2. Rationale for Media Engagement
The four PCTs that make up NHS Tees (NHS Hartlepool, NHS
Middlesbrough, NHS Redcar and Cleveland and NHS Stockton-on-Tees) are
committed to ensuring that the most up-to-date and effective health messages
promptly and efficiently reach the people to whom they are aimed. Local,
regional and national newspapers, magazines, radio, television and websites
regularly carry messages that are directly relevant to local people and NHS
Tees is committed to utilizing these outlets in order to convey their messages.
Previous experience and research have demonstrated that where a strong
working relationship exists between journalists and PCT media staff,
substantial value-added coverage is obtained. The more dialogue ensues
between the NHS and a journalist, the more frequent, substantial and often
positive the coverage that is obtained.
The PCTs have a policy of openness, recognizing the right of journalists to
access public information and to challenge statements that are circulated.
NHS Tees actively works with all media outlets to ensure that key messages
reach the widest possible sector of the population, including the hardest to
reach groups.
Where media engagement does not take place or does not take place
effectively, coverage can be lacking or inaccurate, potentially leading to public
confusion. Good media engagement, however, can enhance the reputation of
the local NHS and enable residents to, in turn, engage with policy makers and
commissioned providers.
Media engagement is a two way process – the PCTs have an opportunity to
place their messages in the public domain but equally the public discover how
to comment upon, respond to and how to have their say in decisions that are
made or being considered.
3. Delivering Media Engagement
To successfully deliver high quality and innovative media messages that
successfully convey public health matters to the community across Tees, the
following aspects need to be robustly delivered:
3.1 Build and develop strong relationships with individual journalists
and corporate media outlets
70
As part of our policy of leading local media messages into the public domain,
direct, personal engagement is scheduled to take place on a regular basis
with journalists from all of the key target media (as determined via the
Strategic Health Authority system of media analysis).
Contact lists focus on individual names rather than generic email addresses
wherever possible and all pro-active media calls to journalists will target
named individuals.
All of the main local and regional media outlets either have been or are
scheduled to be personally visited by media team staff and creative
discussions to generate ideas for increased collaboration between the local
NHS and the media regularly take place. Some of the outcomes from these
meetings feed into this media policy and in to other Communications and
Engagement work.
A number of features each week are not generated by press releases but by
direct conversations with journalists where ideas for developing stories are
discussed. This may include identifying opportunities for journalists to
undertake personal interviews with case studies, photographic opportunities,
visits to premises or suggesting items that can complement features, thereby
extending them (e.g. a top ten tips box, focus on a particular staff member or
opportunities for public engagement such as a form to complete or a website
promotion).
In several situations innovative collaborative working is now in place between
NHS Tees and media outlets. These include training programmes (see 3.5),
supplements in local papers and regular columns in newspapers and on radio.
Journalists are actively encouraged to let the media team know when they are
not available in person and named replacements are frequently sought and
supplied so that direct engagement can continue to take place.
Wherever possible relationships with each outlet extend beyond an individual
named journalist to their editors, photographers and other team members so
that a holistic approach to engagement with each outlet is possible.
3.2 Pro-actively seek to place positive health messages across a wide
range of media targets
Press and news releases are pro-actively issued on a regular basis to present
a positive message about the PCTs and its work amongst the public and our
partner organisations. These will inform others about our aims and
achievements and should at all times celebrate and promote positive health
messages.
In order to reach as wide a range of the community as possible, all forms of
media are utilized when conveying positive health messages. Television,
radio, press and the internet are tools that are contacted on a regular basis by
71
the media team with a view to placing positive messages into the most
relevant ones for each story.
The core group of media targets that NHS Tees is regularly in contact with
stems from a list agreed with the Strategic Health Authority. This list identifies
approximately 45 outlets from local, regional and national sources, all of which
are monitored by a cuttings service and form part of a media analysis report
provided monthly. The favourability of articles is measured in this way and
informs the media work by enabling an assessment of how positive the health
messages are.
Other media targets are actively sought for specific projects as and when a
match can be made between the message and the media. A regular
assessment of new publications and those currently on the market is
undertaken in order to ensure that new opportunities are not missed.
Targets for the number and size of pro-actively generated positive health
messages are set and regularly reviewed. These aim to ensure that the level
of positive coverage that has been pro-actively generated continues to grow
on a regular basis.
All pro-active approaches to the media will be undertaken by the media team
directly. Staff from all PCT directorates are actively encouraged to contribute
story ideas and to work with the media team to generate positive stories but
direct contact with journalists and media organisations will be handled
centrally.
The majority of pro-active press releases that are sent will contain a quote
from a relevant person at the PCT. Permission to use the quote will be
obtained from the named person and, where appropriate, by their Director,
Assistant Director or by the Chief Executive, prior to the release being sent.
All releases which refer to other NHS Trusts, the Strategic Health Authority,
local committees and local authority partners will not be issued until the
approval of the content has been confirmed with their communications
department.
Photographs shall be sent out by the media team to accompany all press
releases except where it is arranged that a journalist can send a photographer
to take their own unique pictures. An image library for this purpose will be
maintained and developed by the media team with photographs taken on a
regular basis, either by the in-house team or agreed freelance staff
specifically brought in for the purpose in order to ensure that these are kept
up to date.
In order to meet the requests from journalists to supply case studies of real
people, the media team will pro-actively seek to identify members of the public
who are willing to share their personal health stories. A press and media
consent card has been created for this purpose – acting as both a promotional
72
tool and a safeguard to the NHS as people provide written consent prior to
their media involvement.
Supplements will be created subject to financial negotiations between the
wider Communications and Engagement Directorate and local newspapers.
These shall be edited by the media team and used as an opportunity to
generate positive coverage for both the cluster of PCTs and the local acute
trusts.
The media team will work with the Campaigns and Marketing team to
generate targeted pro-active media messages that tie in with wider
campaigning issues.
All pro-actively generated press releases shall be uploaded to the website –
www.tees.nhs.uk – within 24 hours of them being sent to journalists. All
releases will remain on the website either as an entry for the current month or
as an archived entry for previous months. The transition between the two
takes place automatically, ensuring it is up to date at all times.
A copy of the press release will also be placed onto Midas (Pro-active press
section), along with a summary of where it has been sent. This is updated at a
later stage to show which media outlets picked up the information and
published it.
Where press releases have been issued but there has been no contact from
the journalist who was sent the story, the media team will pro-actively contact
the recipient to determine if the message was received and if so, if, how and
when the material will be used.
3.3 React to enquiries from the media in a positive and timely fashion
In addition to the pro-active promotion of positive messages, the media team
has responsibility for handling all enquiries that are received from journalists.
Some of these enquiries will be as a result of information that has been sent
out previously by the media team but other enquiries can be triggered by a
variety of things, including information released nationally by the Department
of Health, work undertaken by the Strategic Health Authority, press articles,
complaints by members of the public directly to the media or ideas generated
by individual journalists.
PCT staff who receives enquiries directly from the media should refer these
directly and immediately to the media team.
On receipt of a media enquiry, key information will be requested from the
journalist. This includes the nature of the enquiry, the name of the journalist
who is requesting the information, the purpose of the information and the
deadline by which the information must be supplied. This information is then
immediately uploaded onto Midas (Press Requests section). Any actions
73
required by others can be notified by the person instigating the Midas report
and will be followed up to ensure completion.
In order to ensure accurate information can be supplied promptly in response
to enquiries, an ‘on-call’ system of contacts from all directorates will be set up.
This will be managed via the shared drive, enabling all participants to be able
to update their own contact details and to ensure that a minimum of two key
people from each directorate are available at all times in the event of media
enquiries. The media team will instantly be able to see who is available within
each directorate for comment ensuring that responses meet given deadlines.
Some of the reactive enquiries will indicate that negative stories are likely to
follow. The role of the media team is to attempt to respond in a way that
potentially could turn the story into a positive one. It will be necessary to agree
key lines and statements with relevant PCT personnel that are accurate and
expressed in a positive way. On many of these occasions a holding statement
(such as stating that the issue is being investigated) may be the most helpful
response. For issues that are likely to lead to substantial media coverage, the
media team will alert the Strategic Health Authority who will in turn notify the
Department of Health.
Where reactive enquiries are received from the broadcast media, it may be
necessary to offer a staff member for a radio or television interview. In the
majority of cases this will be either the Chief Executive, a Director or an
Assistant Director, though occasionally project leads may be appropriate with
the permission of their Director.
The media team aim to provide an experienced communications professional
to accompany all PCT staff when they are engaged in media interviews. The
purpose of this is to ensure that relationships with journalists are maintained
and developed, that communications advice is on hand when interviews are
taking place, that ideas for follow up stories are suggested to the journalists
who have been involved and that practical actions such as removing mobile
phones from studios and supplying a glass of water are carried out.
For each interview that takes place, the media team will generate a briefing
sheet that is in two parts: the first for the interviewee and the second for the
interviewer. The purpose of the briefing is to give key information about the
location, time and nature of the interview, to supply possible deflectors if
unexpected questions are asked about other current issues and to highlight
key points and keywords that could be mentioned in the course of the
interview. In the case of radio where the interview is live and listener
engagement is actively encouraged, questions that the interviewer can use to
generate interest are also offered. The media team seek to have a degree of
positive influence over such interviews through this tool even when reactive
enquiries are focused on negative stories. (See Appendix 1)
Where a member of PCT staff needs to speak directly to a print journalist,
either by phone or face to face, the lines to be given will be agreed in advance
between the relevant directorate and the communications professional
74
handling the enquiry. Where possible, the communications professional will sit
with the PCT staff member as they talk to the journalist, making a note of
anything that could be misinterpreted and providing a steer (either to the staff
member during the conversation or to the journalist afterwards) to cover
anything that was not strictly on message. Where that alliance is not possible,
a follow up conversation will be had to ensure that messages that have been
given are noted.
On occasions a journalist may need to contact the media team out of normal
business hours. Arrangements for doing this are outlined on the NHS Tees
website where initial telephone contact details can be found. During times of
enhanced activity, additional arrangements may be required and these will
normally be organised regionally rather than locally as PCTs work with the
Strategic Health Authority and acute trusts to provide cover as required.
The media team will seek to further develop on call arrangements to ensure
that journalists can access help and information at all times.
3.4 Create and maintain a damage limitation plan, delivering it as and
when required in order to prevent damage to the reputation of NHS Tees
and the National Health Service nationally
When negative news about the NHS reaches the public domain, a number of
responses are possible. The media team will develop, review and action a
damage limitation plan for use in the event of such situations.
Three basic optional responses to negative coverage are possible:
a. To work towards a retraction of the negative coverage
b. To generate additional positive coverage in an attempt to minimize the
impact of the negative piece.
c. To ignore the negative coverage
Retractions are difficult to obtain because most editors regard them as a sign
that their original piece was of a poor standard or inaccurate. If a publication
publishes one retraction it can be used by other organizations to lever future
retractions. This makes newspapers wary of issuing any and it is rare to
receive one on request.
Retractions are most commonly used where legal challenges have been
made and won.
The media team will monitor coverage closely and where negative coverage
has been obtained but legal challenges to it have been made, retractions will
usually be sought.
Additional Positive Coverage can offset the impact of negative coverage
purely on the basis of scale. If only one article is published and it is negative,
the public perception will be that the organization is largely negative.
However, if one negative piece is published but ten others are positive and
75
published around the same time in the same publication, the public perception
will be that the organization is largely positive.
When negative media coverage appears the media team will endeavour to
generate large amounts of positive coverage in the same publication as
quickly as possible.
Ignore the negative coverage. By not commenting further on a negative
item, there is little opportunity for the media to keep that negative aspect in
the public domain.
The media team will consider not responding to negative coverage where it is
deemed that any response could maintain the negativity in the public eye for
longer than if it were to be ignored.
3.5 Create and deliver an innovative and robust media training
programme for PCT staff and others. (See Appendix 2)
Many of the potential spokespeople for NHS Tees, will come from directorates
other than Communications and Engagement and it can not be assumed that
they have media experience. In order to maximize the opportunities that arise,
a training programme needs to be created, marketed and delivered
The media team will work with Learning and Development staff to ensure that
all training complements existing provision, is innovative and of a high quality
and is relevant to the situations in which local people will find themselves.
Training will be provided at different levels to suit the widest range of people,
ensuring that they are prepared for all aspects of media engagement.
Training styles will be varied to ensure the widest possible learning
mechanisms are in place.
The effectiveness of training will be determined by a range of agreed
measures according to each stage.
To be innovative media training will extend beyond practicing interviews and
extend into the development of pro-actively generated positive messages,
enabling all directorates to be able to identify potential good news stories. It
will extend to those who are seeking for stories to use, as well as those
wishing to have them published and training elements will be offered to
journalists as well as to PCT personnel. The main outcome measure will be
the quality and quantity of media coverage which will be measured via media
analysis.
3.6 Actively monitor and evaluate all aspects of media coverage, aiming
to constantly improve the quality and productivity of media coverage as
76
measured on the Precis scale and captured by the Strategic Health
Authority
Media analysis will be used as an evaluative tool. This is to a format and
criteria agreed with the Strategic Health Authority.
The key elements that will be monitored include the number of features
placed in the public domain, the size of those features (including word count
where appropriate), the placing of printed articles on a page, whether
photographs or quotes have been included and the overall tone of the piece.
The level of favourability will continue to be the main indicator, with articles in
a positive tone about the NHS being the most effective in producing a good
analysis results.
The media team will undertake a detailed evaluation of each analysis report,
aiming to identify areas for improvement each month.
In addition to the formal media analysis that is received, daily monitoring of
coverage will take place by the media team. This includes monitoring each
item that is published or broadcast and ensuring that this is picked up by the
cuttings service. A weekly report will be compiled, based on similar criteria to
the monthly formal analysis, ensuring that any trends in coverage can be
picked up quickly and any gaps closed immediately.
The weekly report will be distributed to the wider Communication and
Engagement Team in order to inform other areas of the work, as well as to
encourage involvement with new features on a regular basis. (See Appendix
3 – sample weekly report)
4. Partnerships
This media policy is inclusive, recognising the need to develop and maintain
strong partnerships with a range of individuals and organisations.
Within the wider Communication and Engagement directorate, the media
team has access to information regarding marketing, campaigns, public
engagement, patient liaison and community groups. Further developing
relationships with these areas will ensure that clear health messages can be
placed in the public domain at the appropriate times, with a range of
communication tools used to complement each other simultaneously.
All other directorates across the four PCTs have key messages that can be
enhanced by placing in the media spotlights. The media team will be pro-
active in developing links across directorates, encouraging engagement with
the media either directly or indirectly.
The local acute trusts are key partners and as the local leader of the NHS,
NHS Tees seeks to build strong relationships with these organisations in
77
order to support their work and their own media policies, to present a united
message to the public on key health issues and to represent to the highest
possible standard the face of the NHS locally.
There are many public sector bodies across the region and the media team
will seek to work closely with these where appropriate, in order to ensure
messages about public health are more widely distributed. This includes
projects such as Middlesbrough Healthy Town initiative where there is clear
partnership working but also other situations where there is no direct
programme or sponsorship arrangement but where organisations can benefit
by sending media messages with one voice.
Partnerships with media outlets are crucial and each of the target
organisations will be contacted on a regular basis in order to further develop
relationships and to maintain clear channels that can be used for the
broadcasting of media messages.
The local NHS stands as part of a national organisation and strong links and
partnerships will continue to be developed with health providers in other
regions. Largely this will be undertaken via the Strategic Health Authority to
ensure that information being received is the most up to date possible.
5. Key Media Targets
The primary goal of the media team is to produce public health messages that
reach the public, providing health benefits to individuals and to the wider
community. In order to reach the population covered by the NHS Tees PCT
cluster, the main media outlets will be local and regional television, radio and
newspapers (including the websites of each of these outlets).
In rare circumstances it may be possible and desirable to place health
messages in national publications, such as where a national piece is looking
for a strong local example of excellence in healthcare to include in a wider
piece.
A list of between 45-50 publications and media outlets has been identified as
the key targets for media messages. (See Appendix 4: Key Media Targets)
This is the same list used for the formal media analysis.
Journalists from each of these targets will be encouraged to build strong
relationships with the PCT cluster and the media team will ensure that contact
is maintained on a regular basis with at least one named individual from each
outlet.
6. Summary
It is recognised that the media is a crucial tool in the dissemination of public
health messages and the focus of this media policy will be to engender robust
78
relationships with all journalists and media outlets for the wider benefit of the
communities we serve.
This media policy will be reviewed on a regular basis to ensure that it remains
up to date and effective and that it continues to fulfil the need to ensure that
the public receive the very best health advice that can be relied upon to
enhance the quality and length of local lives.
Appendix 1: Media Briefing Sheet
Media Briefing Sheet
TFM
‘Redcar Primary Care Hospital’
Mr Any Name
Capital Investment Manager for NHS Redcar and Cleveland
Date Thursday 3 December
Time 3pm
Place Redcar Primary Care Hospital (main entrance)
Reporter Kelly
What services will be based on site?
Suggested What services move in on Friday and when will the hospital
questions be fully operational?
What benefits will this new facility bring to Redcar?
How much more parking will this new site offer compared to
The Stead?
79
Deflectors If asked how you would justify expenditure on the building we
suggest the response focuses on the fact this is an
opportunity for local people to receive high quality healthcare
over the long-term.
Key words NHS Redcar and Cleveland NHS TEES
Website www.redcarandcleveland.nhs.uk
Telephone 0800 013 0500
Address Freepost NEA9906, TS2 1BR
Media Briefing Sheet
TFM
‘Redcar Primary Care Hospital’
Mr Any Name
Capital Investment Manager for NHS Redcar and Cleveland
Date Thursday December 3
Time 3pm
Place Redcar Primary Care Hospital (main entrance)
Reporter Kelly
What services will be based on site?
Suggested What services move in on Friday and when will the hospital
questions be fully operational?
What benefits will this new facility bring to Redcar?
How much more parking will this new site offer compared to
The Stead?
Questions for What are your favourite memories of The Stead hospital?
listeners
Key words NHS Redcar and Cleveland NHS TEES
Website www.redcarandcleveland.nhs.uk
80
Telephone 0800 013 0500
Address Freepost NEA9906, Middlesbrough, TS2 1BR
7.2 Appendix 2: Media Training Programme
Communications and Media Training Plan
Initial Ideas (October 2009)
The purpose of a Communications and Media Training Plan is to:
1. Further professionalize the work of the C&E Directorate
2. Raise the standard of C&E delivery locally
3. Gain a reputation internally across the PCT for high quality C&E
delivery and support
4. Place the PCT on a higher level within the wider NHS and media in
terms of quality of activity
5. Develop closer links between the media and the PCT / healthcare
agenda
6. Set the PCT as an enabler of stronger communications with its
commissioned organisations
7. Potentially gain national recognition for a high quality and innovated
programme
8. To ultimately get public health messages across to the wider
community on a regular and high quality basis
Any training plan that is implemented needs to be:
1. Practical – with particular hands on training for those involved in
dealing with journalists
2. Available at a range of different levels
3. Available via a range of different media
4. Delivered inclusively with the backing of the C&E directorate, the PCT
and wider NHS
5. Creative in pushing the boundaries beyond what has traditionally been
offered
6. Accountable and monitored, striving for increasingly high standards
Formats for programme delivery:
81
1. E-learning
2. Book
3. Website interactivity
4. Workshops – including video, sound and print exercises
5. Talks and meetings
6. Hospital radio and talking books for the blind
Programmes could be available for the following groups:
PCT
C&E staff
Chief Executive, Chairs and Board Members
Directors and Assistant Directors of all directorates
Key leads on specific projects or pieces of work
Those involved in commissioning and training provider organisations
Entire PCT workforce
Acute Trusts and Provider Organisations
C&E staff who look for a lead in crisis situations
C&E staff who want to seek additional media coverage
Journalists
Health correspondents wanting a way in to healthcare issues
Potential staff
People who are thinking about a career in healthcare C&E
Each of the above would require a separate training programme but a
modular approach would allow for some material to be used across
programmes.
Suggested key features of each programme are outlined on the following
sheet.
Research needs to be undertaken in terms of accreditation and what the
options are for formalising and extending the programme beyond an internal
training tool.
82
83
Suggested key features of each programme
Introducti Assessme Key Key Key Key Key Evaluatio Accreditat On going
on nt element element element 3 element element n, ion support
1 2 4 5 feedback
& support
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workshop shopping a training training clear system of programme
to program worksho manual to session system real time of annual
strengthen me of p to help help staff aiming to of on-call opportuniti refresher
the test staff who deal make all and es for training and
motivation emails, identify with staff emergen people to put main
of all staff letters potential external confident cy media demonstra elements
for and media organisati in giving support te their into an
involvemen phone stories. ons know support and skills in all induction
PCT: C&E An t with the calls to how to to other ensure areas. programme
staff overview of media. see how motivate PCT staff all Have 1:1s Accreditati to be
the (Team staff them to when relevant with each on options undertaken
programm meeting?) respond work with interview staff are to identify need to be over the
e, aims to us in ed. comforta strongest researche first 3-6
and potential creating Include ble with areas so d – should months.
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and not radio area on needed wider or
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Outline for website arranged. elements
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executive, communic to board small range of use each training personalis
chairs and ation and key group training identified sessions ed support
84
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leads would be for all individua feedback. participat have been
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PCT: Meeting Propose 1:1 or Consider Identify a Bring the
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85
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86
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88
89
Where to start
There is the potential for a very large, wide-ranging training programme but to maximise the opportunities that are already available
the following could be put in place over the next few weeks:
1. A 20-30 minute training programme for PCT C&E staff as part of (or following) the next team meeting. Practical and fun
exercises but with the aim of helping the team to view media in a different way and to increase the commitment of all
towards finding and utilising the opportunities.
2. Identify a small group of key people from within the PCT who could be trained into becoming spokespeople for key issues.
(Option of including staff from acute trusts etc to meet the WCC competencies).
3. Set up 3 x half day workshops – one run by C&E to healthcare individuals identified above demonstrating the need for
spokespeople, the pitfalls, what to be on their guard for in the second workshop and the ways to counter problems. The
second in conjunction with BBC Television run at the studio to help people become familiar with the way journalists and
studios work. Thirdly, a follow-up session at the PCT to which journalists are invited from all media to meet healthcare
professionals and to look at ways of working more effectively together.
4. Set up on the intranet a training opportunity via e-learning to all staff on dealing with the media and how to identify good staff
within each team to be involved in future interviews etc.
5. Working with commissioning, establish a training programme for commissioned organisations to demonstrate a level of
competency in media handling, as well as how the complaint and PALS systems work, that can gradually become part of the
requirement for new provider organisations.
90
7.3 Appendix 3 – Weekly Media Briefing
Media Briefing
Week ending: 27 December 2009
Date Media Outlet NHS Story Press Photo Word Quote
Organisation Release/ Count
pro
active
work
21 Dec Investwirral.com NHS No No 355 No
2009 Middlesbrough/N ICE opens third regional office
91
HS Stockton this year: Marketing and social
change specialists open permanent
base in the North East.
21 Dec Radio Hartlepool NHS Hartlepool Yes N/A N/A N/A
2009
22 Dec Herald & Post NHS Tees With a little help: Patients across Yes Yes 319 Yes
2009 Stockton & Teesside are being urged to share
Billingham their views on local NHS services.
22 Dec Publictenders.net NHS Tender: Psychiatric hospital services No No 2866 No
2009 Middlesbrough
22 Dec Publictenders.net NHS Hartlepool Tender: Psychiatric hospital services No No 2866 No
2009
22 Dec Publictenders.net NHS Stockton Tender: Psychiatric hospital services No No 2866 No
2009
22 Dec Publictenders.net NHS Redcar & Tender: Psychiatric hospital services No No 2866 No
2009 Cleveland
22 Dec BBC.co.uk NHS Link to Yes No 290 No
2009 Middlesbrough www.middlesbrough.nhs.uk for
the pharmacy opening times.
23 Dec PublicTenders.net NHS Contract award: Middlesbrough: No No 383 No
2009 Middlesbrough medical practice and related
services
23 Dec Evening Gazette NHS Stockton Stockton man speaks of alcoholic No Yes 633 Yes
2009 past: Stockton man who lost
everything through drinking.
23 Dec Evening Gazette NHS Son’s poignant words to mum Yes Yes 797 Yes
2009 Middlesbrough/R after 13 years of silence: For 13
edcar & years Jamie has lived in his own little
Cleveland/Tees world and unable to speak.
23 Dec Evening Gazette NHS Tees TFM Radio’s Wayne Allen helps Yes Yes 390 Yes
2009 launch NHS Tees Time to Change
92
mental health awareness
campaign.
23 Dec Gazettelive.co.uk NHS Stockton Stockton man speaks of alcoholic No Yes 633 Yes
2009 past: Stockton man who lost
everything through drinking.
23 Dec Gazettelive.co.uk NHS Son’s poignant words to mum Yes Yes 797 Yes
2009 Middlesbrough/R after 13 years of silence: For 13
edcar & years Jamie has lived in his own little
Cleveland/Tees world and unable to speak.
23 Dec TS9.Gazettelive.co.u NHS Son’s poignant words to mum Yes Yes 797 Yes
2009 k Middlesbrough/R after 13 years of silence: For 13
edcar & years Jamie has lived in his own little
Cleveland/Tees world and unable to speak.
23 Dec Gazettelive.co.uk NHS Tees TFM Radio’s Wayne Allen helps Yes Yes 390 Yes
2009 launch NHS Tees Time to Change
mental health awareness
campaign.
23 Dec TS9.Gazettelive.co.u NHS Tees TFM Radio’s Wayne Allen helps Yes Yes 390 Yes
2009 k launch NHS Tees Time to Change
mental health awareness
campaign.
23 Dec Gazettelive.co.uk NHS Tees Middlesbrough hospital to close Yes No 142 No
2009 for maintenance: A Teesside
hospital is to close temporarily in the
New Year for urgent repair work.
23 Dec Peterleemail.co.uk NHS Hartlepool Keep in touch with loved ones: A Yes Yes 315 Yes
2009 new website service has been
created to help people keep in touch
with loved ones while they are in
hospital.
24 Dec PublicTenders.net NHS Redcar & Contract award: Guisborough: No No 372 No
2009 Cleveland medical practice and related
93
services
24 Dec TS23Gazettelive.co. NHS Jamie’s gift of speech: For 13 Yes Yes 797 Yes
2009 uk Middlesbrough/R years Jamie has lived in his own little
edcar & world and unable to speak.
Cleveland/Tees
24 Dec BBC Radio Tees NHS Graham Hunter ECP talking about Yes N/A N/A N/A
2009 Middlesbrough/R working over the Christmas
edcar & period.
Cleveland
25 Dec TS8.gazettelive.co.u NHS Tees Time to Change: A year-long Yes No 311 Yes
2009 k campaign to tackle the stigma
associated with mental health
problems has been launched on
Teesside.
26 Dec Hartlepoolmail.co.uk NHS Hartlepool Time to Change: Health bosses in Yes No 251 Yes
2009 Hartlepool have launched a
campaign to reduce the stigma
surrounding mental health problems.
26 Dec Peterleemail.co.uk NHS Hartlepool Time to Change: Health bosses in Yes No 263 Yes
2009 Hartlepool have launched a
campaign to reduce the stigma
surrounding mental health problems.
26 Dec Hartlepool Mail NHS Hartlepool Tackling mental health stigma: Yes No 266 Yes
2009 Health bosses in Hartlepool have
launched a campaign to reduce the
stigma surrounding mental health
problems.
Summary Box
94
Total number of Number of press Number of press Average Word
features articles including articles including Count per article
photographs quotes
26 11 15 783
Share of media coverage between 4 PCTs
Middlesbrough
Redcar and
Cleveland
Stockton
Hartlepool
Number of Print or Broadcast Items 120
100
Weekly Comparison 80
60
40
20
0
th t
rd v
7t ov
st c
9t ov
th v
th c
th v
th t
th t
2n Oct
ec
st pt
5t pt
th pt
12 Oc
19 Oc
26 Oc
23 No
16 No
21 De
14 De
30 No
N
N
21 Se
Se
D
28 Se
h
d
h
h
th
14
Average Word Count of Print Items
Weekly Comparison 1000
800
600
400
200
0 95
th t
rd v
7t ov
21 Dec
9t ov
th v
th c
th v
19 Oct
th t
2n ct
ec
t
5t pt
th pt
12 Oc
26 Oc
23 No
16 No
21 Sep
14 De
30 No
O
N
N
Se
D
28 Se
h
th
d
h
h
st
th
st
14
Current and forthcoming issues, themes and campaigns
Week commencing 21st December Longer term heads up
Just Visiting February 2010 - Article in Men’s Health
Hemlington Surgery opens Clinical Budgets Pilot (South) – start next few weeks
Mental Health campaign launched Integrated Sexual Health Services – new service commissioned
announcement mid November, with service commencement Dec
09 – Summer 2010
Quit smoking for 2010 NHS Summary Care records launch event Dec 09,
commencement Summer 2010
Consent cards promotion Maternity Services (tbc)
Autism funding Clarence Street – open event early 2010
Christmas Heroes Eston surgery mergers
Life Store end of year Figures District nursing report
Carter Bequest move Mixed sex wards
PCT runners – NHS Tees Challenge Time 2 Talk
96
PALS, Complaints, SHA and MP Briefings
Week Commencing: 21 Dec 09
21 Dec – 3 Signposting Information Queries
PALS 1 – Further information requested on how to obtain more care at
home for a patient
1 – Client had received call from someone who claimed to be
from the NHS but client unsure
1 – Information required on how to transfer patient from JCUH
to Stead
21 Dec – 3 Concerns
1 – Issues regarding North Tees and Hartlepool Hospitals
1 – Issues regarding information given by GP
1 – Issues with dental treatment received
22 Dec – 4 Signposting Information Queries
2 – dental appointments
1 – access to emergency dentist
1 – issues with the new practice at Stead
97
23 Dec – 3 Signposting Information Queries
1 – Missing mental health patient
2 – access to Emergency Dental appointment
Complaints
SHA Requests
23 Dec – 1 LINk Enquiry
MP Briefings Request for leaflets
98
7.4 Appendix 4 - Key Media Targets
The following are the key media targets as agreed with the Strategic Health Authority.
Hartlepool Mail
Middlesbrough Evening Gazette
The Northern Echo (Darlington/South
Durham
The Northern Echo (South west Durham)
East Cleveland Herald and Post
Middlesbrough Herald and Post
Stockton and Billingham Herald and Post
Hartlepool Star
Sunday Sun
Darlington and Stockton Times
National specialist publications
BMA News
GP
Health Director
Health Service Journal
Hospital Doctor
Nursing Standard
Nursing Times
Pulse
National dailies
The Times
Daily Telegraph
99
The Guardian
The Independent
Daily Express
The Sun
Daily Mirror
Daily Mail
Radio stations
100-102 Century FM
96.6 TFM
Alpha 103.2
BBC Radio Tees
Galaxy FM
Lionheart Radio
Magic 1152 AM
Magic 1170
Metro Radio
Radio Hartlepool
Smooth FM
Middlesbrough Community Radio
Television programmes
BBC (north east) - in particular Look North and The
Politics Show
ITV1 (Tyne Tees) Television - in particular North
East Tonight
Online news source
darlingtonandstocktontimes.co.uk
gazettelive.co.uk
100
newsguardian.co.uk
peterleemail.co.uk
sundaysun.co.uk
101
Appendix v
Crisis Communications Plan
102
Tees
Crisis Communications Plan
Refreshed December 2009
103
Crisis Communications Plan
1 Introduction
2 What is a media crisis?
3 The Plan
104
1. Introduction
The aim of this plan is to ensure that if an emergency or crisis arises NHS
Tees can swiftly and efficiently deal with the subsequent media interest.
Copies of this plan should be held by all senior manager on-call and
directors.
In any dealings with the media during an emergency or crisis, NHS Tees will
operate within the context of Teeswide emergency protocols and liaise
accordingly with other organisations.
2. What is a media crisis?
A media crisis is any incident, event or issue that is likely to attract high
profile media interest or be of public concern.
Examples are:
the death or injury of someone at the hands of a patient or member of
staff
major fire, explosion, aircraft or train crash
an outbreak of a potentially dangerous disease
a senior manager or GP accused of serious untoward activity.
3. The Plan
This is an Action Checklist for the communications team (during office hours
and when on call) and for information for on call managers and directors (out
of hours).
These actions are to support crisis management in relation to the NHS
Tees. Further information on handling crises and incidents is given in:
Cleveland Media Emergency Forum Communications Strategy
Tees Health Influenza Pandemic Steering Group Communications
Plan
On learning of situation: If out of hours, make immediate contact with
the on-call manager or director to find out the basic facts. During normal
working hours contact the appropriate manager. Assume responsibility
for the communications plan.
105
Telephone: Make sure NHS Tees switchboards, North Tees and
Hartlepool NHS Foundation Trust and South Tees Hospital NHS Trust
are informed and will handle media enquiries appropriately if in office
hours. Calls from the media should be passed to the Communications
Team if in office hours on 01642 353544 or 01642 352804. If necessary,
activate a dedicated telephone helpline.
Incident control team: If a major incident is declared, provide input to
the incident control team.
Media: If journalists are on site, set up and direct them to a designated
media room at the incident control centre. Introduce yourself as the
press manager – the person for all media enquiries. Let journalists know
when a statement will be made. This must be within one hour of the
media room being opened.
Prepare answers to likely questions form the media and draft a press
statement to cover:
o What has happened?
o When did it happen?
o Why did it happen?
o What is being done?
o How many people are affected?
o When it was reported and by whom
o Whether PCT()s) can say who is affected (due to confidentially)
o An appropriate quote from relevant person to indicate concern,
sympathy, reassurance
o Which other agencies/organisations might be involved.
Issue the press statement or prepare a reactive statement to sue in
readiness for press enquiries. Press statement to be cleared by a
director. Call a press conference if appropriate using Boardroom at
relevant Headquarters. If this is an ongoing incident, let the media know
when the next statement will be available.
Provide the media with the telephone number of the relevant Helpline for
patients / relatives / those affected, letting them know the opening hours
of the helpline.
Photos: Arrange, if appropriate, for photos / filming. If patients of service
users are involved, ensure their written consent using the consent form.
Staff: Assess the urgency of informing our own staff and provider staff
and act accordingly, either by informing staff in person or distributing a
statement electronically – this could be a global email or target to
managers.
106
Strategic Health Authority: if the crisis is attracting multi-media
interest, advise and seek support from North East Strategic Health
Authority communications team. The number for emergencies and all
out of hours contact is provided on the SHA’s On Call Rota.
Other agencies: Make contact with the communications leads from
other agencies involved and determine any media action. Agree
statement and course of action.
Inform others as appropriate e.g. Chief Executives of other
organisations, Non-Executive Directors, MPs, GPs.
107
Appendix 1 - Action Sheet
Anticipate
Staff to provide early warning
You cannot manage a crisis on your own.
Manage
Ensure press enquiries channelled to one person.
Agree one principal spokesperson, media trained
Assess
Deploy responsible member of staff to take press messages and
promise to call back.
Take time out to assess situation and plan approach.
Meet with crisis team
Establish what has happened.
Consider what press might say/ask.
Inform others – Board, Health Authority, National Patient Safety
Agency
Deploy member of staff to supply coffee/sandwiches/phone
messages/typing and faxing assistance.
Agree press statement, to include: Reassurance, Action, Context
Respond
Return all press calls.
"No comment" will not do.
Use agreed spokesperson/statement only.
If interest justifies it, consider press conference to provide all interviews
etc, at once.
Keep In Touch
Log all press calls/responses.
Monitor press/crisis developments.
Issue further statements if necessary.
Review and Evaluate
Debrief and feedback session with all staff involved.
Consider issuing closing, positive press statement.
Monitor media coverage
108
Appendix vi
Implementation Plan 2009/10
109
110
111
112
113
114
115
Appendix vii: Summary of Engagement and Consultation legislation
The key piece of legislation in relation to engagement and consultation are:
Section 242 of NHS Act 2006
Section 234 of the Local Government and Health Act 2007
Section 244 of NHS Act 2006
Sections 221, 224 and 225 of the Local Government and Public
Involvement in Health Act 2007
The National Health Service (Complaints) Regulation 2004 and
Amendment Regulation 2006
Section 242 (S242) of the National Health Services Act 2006.
This replaces Section 11 of Health and Social Care Act 2001. It applies in
England to strategic health authorities; primary care trusts; NHS trusts and
NHS foundation trusts. These NHS organisations are required to make
arrangements to involve and consult patients and the public in:
planning the provision of services;
the development and consideration of proposals for changes in the way
those services are provided, and
decisions to be made by the NHS organisation affecting the operation of
services
This duty applies if implementation of the proposal, or any decision (if made),
would have an impact on:
the manner in which those services are delivered to users of those
services, or
the range of health services available to those users.
Section 234 (S234) of The Local Government and Public Involvement in
Health Act 2007
This enhances and clarifies S242 and places a new duty on strategic health
authorities and primary care trusts to report on consultation (S234). They
must (at times directed by the Secretary of State for Health) prepare a report;
on the consultation carried out, or proposed to be carried out, before it
makes commissioning decisions, and
on the influence that the results of the consultation have had on its
commissioning decisions.
Section 244 (S244) of the National Health services Act 2006
This replaces Section 7 of the Health and Social Care Act 2001. S244
requires NHS organisations to consult relevant overview and scrutiny
116
committees on any proposals for substantial variations or developments of
health services. This is in addition to the duty of involvement and consultation
as outlined in section 242.
A substantial variation is not defined in Regulations. Section 244 applies to
any proposal where there is a major change to services experienced by
patients. Proposals may range from changes that affect a small group of
people within a small geographical area, for example changes to the times of
services in a health centre, to major reconfigurations of specialist services
affecting large numbers of patients across a wide area.
Proposals for changes to services or new developments should be
considered at an early stage, to identify whether proposals are substantial
and to gain agreement on consultation.
A number of circumstances are exempt from the requirement for NHS
organisations to consult overview and scrutiny:
Any proposal to establish or dissolve an NHS trust or PCT unless
dissolution represents a substantial variation or development to the
services that will be delivered in the future.
Pilot schemes within the meaning of the National Health Service (Primary
Care) Act 1997
When an NHS body believes a decision has been taken on an issue
immediately due to a risk to the safety or welfare of patients or staff.
Section 221, 224, 225 of Local Government and Public Involvement in Health
Act 2007
Section 221 (S221) makes provision for the establishment of Local
involvement Networks, which replace patient forums which were abolished as
of 31 March 2008. Local Involvement networks role is:
promoting, and supporting, the involvement of people in the
commissioning, provision and scrutiny of local care services;
enabling people to monitor for the purposes of their consideration of
matters, and to review for those purposes, the commissioning and
provision of local care services;
obtaining the views of people about their needs for, and their experiences
of, local care services; and
making views known, through the production of reports and
recommendations about how local care services could or ought to be
improved, to persons responsible for commissioning, providing, managing
or scrutinising local care services.
Section 224 (S224) gives a duty to services-providers to respond to local
involvement networks:
in responding to requests for information made to the services provider by
a local involvement network;
117
in dealing with reports or recommendations made to the services-provider
by a local involvement network; or
in dealing with reports or recommendations which, in accordance with any
requirement imposed in regulations under paragraph (b), have been
referred to the services-provider by another services-provider.
Section 225 (S225) gives a duty to services-providers to allow entry to
authorised representatives of local involvement networks to enter and view,
and observe the carrying-on of activities on, premises owned or controlled by
the services-provider.
The National Health Service (Complaints) Regulation 2004 and Amendment
Regulation 2006
Each NHS body must make arrangements in accordance with these
Regulations for the handling and consideration of complaints.
The arrangements must be accessible and such as to ensure that complaints
are dealt with speedily and efficiently, and that complainants are treated
courteously and sympathetically and as far as possible involved in decisions
about how their complaints are handled and considered.
The arrangements must be in writing and a copy must be given, free of
charge, to any person who makes a request for one.
Where an NHS trust or a Primary Care Trust makes arrangements for the
provision of services with an independent provider, it must ensure that the
independent provider has in place arrangements for the handling and
consideration of complaints about any matter connected with its provision of
services as if these Regulations applied to it.
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