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Ambitions for a Healthy Kirklees

Communications and Engagement Strategy 2008/09


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Contents Section 1

Executive Summary

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Section 2

Background

6

Section 3

Our Vision and Values

6

Section 4

NHS Kirklees’ Goals

7

Section 5

Key Issues

8

Section 6

Purpose of this Document

9

Section 7

National Context

10

Section 8

Current Position

11

Section 9

Communications Aims and Objectives

13

Section 10

Engagement Aims and Objectives

14

Section 11

Principles for Communications and Engagement

15

Section 12

Our Key Stakeholders

16

Section 13

Our Key Messages

19

Section 14

Implementation

20

Section 15

Crisis Communications and Emergency Planning

21

Section 16

Evaluation

21

Section 17

Resources

22

Appendices

23

A B C D E F

23 46 51 52 53 57

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Communications and Engagement Action Plan 2008/9 Organisational SWOT Analysis Organisational PEST Analysis Corporate Services Directorate Structure Public Questionnaire Results of Public Survey

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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Section 1

Executive Summary NHS Kirklees has a clear vision:

“Working together to achieve the best health and well being for all the people of Kirklees”. To achieve this vision we have agreed our 5 year strategic plan, Ambitions for a healthy Kirklees. This document outlines how NHS Kirklees will use communications, marketing and engagement techniques to support the delivery of our vision and strategic objectives over the next five years. It also describes how we build public confidence in the local NHS to make sure people trust NHS Kirklees and see us as the custodian of local NHS spending and a campaigner for better health and well being. Communications is everyone’s business and activity needs to be integral to the PCT’s core business operation. It is crucial to building and maintaining public confidence in the local NHS and must therefore be planned and sustainable.

Partner organisations need to be informed and consulted in the assessing, planning and commissioning and provision of services. This strategy sets out a framework for making sure that internal and external communications and engagement meet the following criteria: • protect and reinforce a positive reputation for the NHS locally • keep the public, staff and stakeholders informed • forge a new and closer relationship with the public and patients, listening to their concerns and patient issues • build a proactive, rather than a reactive relationship with the media • production of high quality information • through a social marketing approach, enable people to take responsibility for changing their behaviours that affect their health This strategy will be supported by a communications plan detailing specific areas of work, both internally and externally.

People, inside and outside the organisation, need to know what NHS Kirklees does, says, supports and delivers and why. Staff at all levels need to have information to do their job, to be supported at work, to develop their full potential and be able to influence the development of the organisation and its services.

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Section 2

Background NHS Kirklees is responsible for the health of more than 400,000 people across seven localities in Huddersfield North, Huddersfield South, Spen, Dewsbury and Mirfield, Batley, Birstall and Birkenshaw. Kirklees covers a large and diverse geographical area which includes the urban towns of Huddersfield, Dewsbury, Batley, Cleckheaton, Liversedge, Heckmondwike and Mirfield, containing some areas of considerable disadvantage and significant deprivation, as well as the more rural areas in the Colne Valley, Holme Valley and Dearne Valley areas of south Kirklees. Our population is around 400,000 but projections show a significant increase to 450,000 by 2029. People are living longer, but it is a comparatively young population. A significant factor is our large and increasing black and ethnic minority (BME) population (14.4%) which is mainly Asian. NHS Kirklees is the name for the “commissioning arm” of Kirklees Primary Care Trust, making sure that local people get the right care, in the right place, at the right time. NHS Kirklees also agrees contracts with local GPs, dentists, pharmacists and optometrists to deliver high-quality services for local people. As a whole NHS Kirklees employs 1,280 people. As the leader of the NHS in Kirklees, NHS Kirklees will work with our partners to achieve our vision and commission health and social care services for local people. Kirklees Community Healthcare Services is the provider arm of NHS Kirklees and is responsible for providing a range of high 6

quality primary and community based services, such as district nursing, health visiting, sexual health and contraception services, child health services, intermediate care and therapy services. The provider arm employs more than 1,100 staff. This strategy addresses the communications and engagement approach for NHS Kirklees. A separate document is being developed for Kirklees Community Healthcare Services.

Section 3

Our Vision and Values Working together to achieve the best health and well being for all the people of Kirklees. The following values are how the NHS Kirklees will deliver its services: • to recognise that people are at the heart of everything we do • to support people in taking responsibility for their own health and well being • to show understanding, dignity and respect for all our clients, partners and staff • to encourage open, clear and honest communication • to value diversity and challenge discrimination • to encourage innovation and continuous improvement and celebrate the contribution made by our staff • to be accountable for the decisions we make, the work we do, the resources we use and the impact on the environment Our vision and values were developed by our staff and key stakeholders.


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

achieving equality of outcomes through targeting resources to follow needs and so reducing gaps in services and support.

Section 4

`NHS Kirklees’ Goals Goals To achieve our vision, we are driven by clearly defined goals. Our goals are: • To place the person at the centre of everything we do So they feel they feel more able to look after themselves, stay as healthy as feasible, and feel in control of managing their problems and can make healthy life choices. By:

• Improve quality and promote safety By:

encouraging new and innovative ways of delivering services that are sensitive to the diverse needs of our community, demonstrate improvements in quality and are delivered in an environment that staff and local people can be proud of;

supporting people in looking after themselves and taking responsibility for their own health; providing people with personal choice in accessing help and interventions as ‘close to home’ as feasible;

developing a learning environment that promotes continuous professional development, motivates people to achieve their full potential and aids recruitment and retention of high calibre staff.

commissioning services which are based on, and responsive to, the person’s needs and preferences, so focus on outcomes; involving local people in creating and delivering solutions.

• To promote choice and accessibility By:

• To improve health and reduce health inequalities By:

achieving the best possible health outcomes within available resources, by commissioning services that encompass prevention, detection, treatment and the consequences of ill health;

commissioning services that are delivered safely and to the highest standards and are evidence based around clinical and cost effectiveness;

providing people with a choice of services and interventions, and ensuring that services are accessible, with the principle of ‘closer to home’ being applied as far as possible.

• To work well in partnership with communities, individual users and their families, staff, and organisations

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By:

achieving real involvement of local people, especially users, staff and our local community in identifying their needs, agreeing priorities for commissioning, creating solutions and taking action.

• To promote local sensitivity through effective commissioning By:

setting outcome based objectives that reflect local needs and priorities. doing things at the right level – eg regional, PCT, locality – depending on the issue or outcome desired.

• To promote strong clinical leadership to drive service redesign and innovation By:

having the skills and capacity to enable effective clinical leadership and engagement in all relevant aspects of the commissioning process.

• To be a visibly credible organisation, operating to the highest standards By:

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achieving the highest standards of probity and accountability, manage risk and maintain effective governance arrangements that make sure that the organisation is run efficiently within available resources and in a way that inspires public confidence.

Section 5

Key Issues The key issues we have identified are: • improving the health and well being of individuals • improving the health and well being of populations Improving the health and well being of individuals The personalisation of services to meet individual needs and promote independence and dignity will help local people to: • look after themselves • stay healthy and independent • participate fully as members of their communities; and • choose and easily access the type of help when they need it Improving the health and well being of populations To tackle inequalities the focus must be on those most at risk, for example, children from poorer families, isolated older people and others who are socially and economically excluded. This means: • improving the living and working opportunities that are available to each of us; • understanding current and future needs • identifying groups or areas that are getting a raw deal and giving them a voice to influence improvements and; • bringing together agencies at a local level to share knowledge and act together where necessary to improve conditions for those with most to gain


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Section 6

Purpose of this document This is a communications and engagement strategy for NHS Kirklees (the commissioning arm of Kirklees Primary Care Trust). It has been developed using a range of information, intelligence and feedback from stakeholders. These include: • media analysis • public polling results • internal communications audits • staff and patient survey results • feedback from the Communications and PR committee (a sub-group of the Board) • communications and engagement workshops – internal and external • feedback from Your Guides, Annual Reports, AGM and public Board meetings • Patient Advice and Liaison Service (PALS) and complaints feedback • engagement and consultation feedback Effective communication is about getting the right messages to the right audiences through the most appropriate channels at the most appropriate times. It is also a two way process. As well as informing and sharing, we need to listen and respond. As the lead commissioner of NHS services and custodian of the local NHS in Kirklees we need to have a clear vision for making sure the reputation of the NHS brand is protected. We need to make sure all NHS providers are also committed to sharing this strategy, its vision and objectives. Communications needs to be patient focused and centred, so patients and the

public have the information they need to make informed choices about their care and are able to influence the development of services. We will also seek out ways we can work with our partners, such as Kirklees Council, on new social marketing techniques to proactively seek to change people’s behaviours on public health issues and health choices. NHS Kirklees is committed to actively involving and working in partnership with the public and patients, to design, review, monitor and deliver quality services that meet their needs. NHS Kirklees has a number of key service change priorities which have had, and will continue to have patient, carer and public involvement and engagement as well as being subject to formal consultation processes. Patient and Public Involvement (PPI) can be defined as the active participation of patients, including children, carers, community representatives and the wider public in the development of health services and as partners in their own health care. PPI gives local people a say in how services are planned, commissioned, delivered and reviewed. It is important to recognise who to involve through our PPI activity. Individuals and groups play different roles and there needs to be involvement opportunities for both.

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In broad terms, we need to consider three ‘sets’ of people: • those who have direct experience of services (patients, carers) • members of the wider public • those who represent communities

Adapted from User Involvement: A Guide to developing effective user involvement strategies in the NHS, by Maria Kelson, College of Health 1997. 1

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(community being defined by the common factor that brought people together e.g. shared geography, shared characteristics – age, gender, ethnic group or shared issues) For consistency in this strategy when we say ‘patients and the wider public’ we are referring to the above.

Section 7

National Context There are a number of key health and social care policy drivers that aim to increase and improve patient and public involvement. In 2000, the NHS Plan laid the foundations for the Government’s vision for a patient led NHS, where ‘patients are the most important people in the health service’. For the first time the concept that patients and the wider public could influence how health services were planned, developed, delivered and reviewed was introduced. Section 11 of the Health & Social Care Act (2001) (now section 242 of the Consolidated NHS Act 2006) placed a legal duty on all NHS organisations to involve and consult patients and the public on: • the planning and provision of service provision • the development of proposals for service change • in decisions about how services operate Strengthening Accountability: Involving Patients and the Public (2003) formalised the structures set out in the NHS Plan and established the following structures:

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• Commission for Patient and Public Involvement in Health (CPPIH) • Local Involvement Networks (LINkS) (formerly Patient and Public Involvement Forums) • Overview and Scrutiny Committees (OSC) • Patient Advice and Liaison Service (PALS) • Independent Complaints Advocacy Service (ICAS) Since 2003, the following documents have been published by the Department of Health which reinforce the government’s vision for a patient led NHS: • Patient and Public Involvement in Health: The Evidence for Policy (2004) • Every Child Matters: Change for Children (2004) • The NHS Improvement Plan: Putting People at the Heart of Public Service (2004) • National Standards, Local Action (2004) • Better information, better choices, better health (2004) • Choosing Health (2005) • Ensuring a Patient Led NHS (2005) • Commissioning a Patient Led NHS (2006) • Our Health, Our Care, Our Say (2006) • PCT Fit for Purpose Programme (2006) • Practice Based Commissioning: achieving universal coverage (2006) • Commissioning Framework for Health: Commissioning for health and wellbeing (2007) • Darzi Review (Our NHS, Our Future) • Healthy Ambitions (2008) In addition to the above, the World Class Commissioning Assurance process will assess NHS Kirklees on how it proactively builds continuous and meaningful


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

engagement with the public and patients to shape services and improve health. This strategy should be read alongside the following strategic documents: • Ambitions for a healthy Kirklees our 5 year strategic plan • Joint Strategic Needs Assessment • Organisational Development Plan • Finance Plan • Local Operating Plan

Section 8

Current Position A SWOT and PEST analysis have been undertaken as part of developing our corporate strategies and will be reflected in any communications activity. These can be seen in Appendices B and C. The Ambitions for a healthy Kirklees sets out the local plans for improving the health and wellbeing for our population for the next 5 years. So that people have support to stay healthy and can get their care as close to home as possible. Our ambition is for a local NHS that: • is responsive and flexible • supports people to take control of their lives • is high quality and safe • gives people choice and the right information at the right time The public health challenges facing the NHS are complex and numerous. Of the 23 wards within Kirklees, eight fall within the 25% most deprived in England and Wales.

For example, the infant mortality rate in Kirklees (the number of babies born who die within the first year of life) is higher than the national average in all but two localities within Kirklees (Denby Dale and the Valleys). Infant mortality is an important underlying indicator of the health of the population, in particular mothers. We are urgently working on the factors that give rise to this problem. In addition an above-national average proportion of Kirklees residents describe their health as ‘not good’. Tooth decay among five-year-olds in Kirklees is significantly higher than the national and regional average. The proportions of residents being treated for severe mental health problems, for substance misuse, or registered as having diabetes, are all above average. Life expectancy in Kirklees is significantly lower than the national average, particularly in some wards within the town centre area of Huddersfield and wards within North Kirklees. Death rates from smoking, cancer, heart disease and stroke are all significantly higher than average. The increasing levels of obesity within the population are also worrying. Alcohol consumption within Kirklees is a cause for concern and is contributing to the poor health of the population. The commissioner and provider landscape in Kirklees is diverse. Our population receives hospital services largely from two main providers – the Calderdale and Huddersfield NHS Foundation Trust (CHFT) and the Mid Yorkshire Hospitals NHS Trust (MYHT). Hospital services are also commissioned from a wide range of other trusts, including Bradford, Leeds, Sheffield and Barnsley.

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Community services are provided by independent contractors, our provider arm and voluntary and community sector organisations. There are a range of practice based commissioning consortia, a successful local authority and a range of specialist commissioning arrangements with other primary care trusts as well as South West Yorkshire Mental Health Trust (SWYMHT). The main challenge for NHS Kirklees is to make sure it delivers the right services, at the right time, in the right way and in a way that local people want. For communications and engagement our research, insight and experience highlight ways in which we can improve our communications and engagement if we are to be a world class leader. Our key learnings include: • Media analysis consistently shows that NHS Kirklees in the main attracts positive publicity. Although specific local issues have attracted negative coverage, such as a campaign to fund helmets for babies with enlarged heads and criticisms of local GPs over prescribing morphine. However, issues such as changes to maternity services at Calderdale and Huddersfield FT have received more positive coverage than might have been expected because of intensive local communications activities. When public health type messages are conveyed coverage tends to be positive. • Findings from an internal communications audit showed that staff value their regular staff newsletter TalkAbout. Other findings were that staff regularly use the intranet but it quickly gets out of date,

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too much irrelevant information was sent out by email, notice boards were out of date and untidy. The weekly ebulletin Weekly Talk was valued by staff but some would appreciate a department based one. • Results from the 2007 staff survey showed that the PCT scored well for staff feeling that their team worked well but were in the lowest 20 percent when it came to staff feeling that they have clear goals in their job, are given clear feedback and get the chance to participate in decision making. • Feedback received from a public questionnaire undertaken to support the development of this strategy showed that 81.7 % of those who responded (71) felt they knew what NHS Kirklees was responsible for. The survey also gathered views on whether respondents thought NHS Kirklees helped to manage and improve the health and well being of the local community (73.6 % said yes and 20.8 % said no); whether NHS Kirklees had helped to influence peoples’ views and expectations of the NHS (50.9% said yes and 49.1% said no); and if NHS Kirklees listened to the views of local people (50% said yes and 50% said no). A copy of the survey and full details of the results can be found in Appendices D and E. • Public polling research done by Insight Research for NHS Yorkshire and Humber in August 2008 shows that respondents were generally positive about local services – particularly GPs and hospital doctors. On overall satisfaction questions, NHS Kirklees is somewhat below average, with A&E having the lowest scores. Non-users of


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

the health service were markedly less satisfied than users and satisfaction amongst users of services has gone down since last year. • Feedback from voluntary and community groups shows that they would favour a regular newsletter or mailshot directly into people’s homes. • The use of the Reader’s Panel in assessing the quality of our patient information is improving and provides valuable input as well as meaningful engagement. • Corporate reports lack a distinct brand, aside from the NHS logo, therefore reflecting the need for a branding/marketing strategy for NHS Kirklees to promote our visual identity. • Feedback on the website and our experiences highlight the necessity for a major overhaul and good quality upto-date information. • The PALS service is a popular service where patients can make a complaint, compliment or seek advice with 650 people contacting the PALS service each month. • Good relations exist between NHS Kirklees and Kirklees Council, with opportunities for joint publicity and joint campaigning. • A mapping exercise is being undertaken to identify public involvement and strengthen our engagement activity by developing a toolkit and recording activity in a central database.

Section 9

Communications Aims and Objectives For NHS Kirklees to achieve its strategic objectives and vision as well as position itself as the local leader of the NHS, this strategy sets out the following communications and engagement aims and objectives: Internally • to facilitate effective two-way internal communications (consistent, timely and relevant information) within NHS Kirklees to make sure that all staff are given every opportunity to be fully informed and involved in the work and strategic direction of the PCT • to encourage and develop cooperation, the exchange of ideas, views and information throughout NHS Kirklees • to develop a culture where managers and staff feel motivated and empowered to make a contribution, and where communication is seen as a joint responsibility • communicate and celebrate our successes and learn from our failures • enabling and supporting staff to be ambassadors for NHS Kirklees and the NHS generally • make sure the communications team has the appropriate communications and marketing skills and expertise Externally • to improve the reputation and raise the profile of NHS Kirklees, its services and the local NHS and market ourselves as the leader of the NHS in Kirklees • to further develop our media relations and continue to adopt a proactive

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• • • •

approach to the media to help shape public awareness and manage expectations of the local NHS to inform patients and stakeholders of plans, service developments, and public health messages to develop clear two way communication with patients and the public, where patients, carers and users can feedback to communicate and celebrate our achievements and successes, building our credibility and trust to develop clear and consistent public information to develop effective communication with hard-to-reach groups to develop effective relationships with key stakeholders to involve and consult with patients and the public and involve them in decisions, always looking for new opportunities

In addition, NHS Kirklees will use a social marketing approach within public health to effect behaviour change based on insight. Our vision for social marketing is: “Putting people at the heart of policy, communications and delivery to encourage behaviour change”. Our overall aim is to use social marketing to improve health and tackle health inequalities in Kirklees. We will take the following approach to social marketing: • Clear focus on behaviour, with specific behaviour goals • Uses consumer and/or market research • Is theory-based and informed • Is insight driven • Uses exchange concept • Uses competition concept

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• Uses a segmentation approach (not just targeting) • Integrates a mix of methods (‘intervention mix’ or ‘marketing mix’) The target groups are those priority groups identified in the JSNA, LAA, locality and programme plans.

Section 10

Engagement Aims and Objectives NHS Kirklees aims is to make sure that the public and service users are actively involved in the design, review and monitoring of services. Through involvement, we also strive to enable people to take control of their own health and well-being. We will achieve this by meeting the following objectives: • making Patient and Public Involvement an integral part of PCT working when designing, reviewing and delivering services and using information to improve service user experience • implementing a two way process of communication between NHS Kirklees, the public and service users • recognising the diversity of the public and service users • raising awareness and promoting active involvement of staff in the principles of Patient and Public Involvement • developing strategies with partners in the local health economy to ensure a seamless service • developing approaches to patient led performance management to ensure robust monitoring of patient experience


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

• developing ways of identifying who our seldom heard groups are and what the best methods are to reach them • developing methods and systems to make sure our information reaches the right audiences • using patient and public involvement activity to make people aware of actions they can take as individuals to improve and protect their own health

Section 11

NHS Kirklees Principles for Communication and Engagement Our principles for communications are: • clear, open, honest, effective and accountable • corporate – clear, accurate and consistent messages, linked to the vision and values and visual branding • work in a way that encourages and supports good two-way communication • planned, timely, targeted and accessible – reaching the right audience at the right time, particularly seldom heard groups • cost effective, high quality information – maximising our resources • communications is everyone’s responsibility and skills will be shared and developed • work in partnership with other agencies, key stakeholders and the public • listen – relate effectively with staff, patients and stakeholders

Our principles for engagement are: • when consulting on changes to services there must be openness and honesty regarding any local and or national drivers for change • there must be honesty about the scope of the public and patient involvement, since some decisions cannot be made by the public • there must be transparency and openness in the procedures for involving patients and the public • NHS Kirklees must be accountable and responsive to the feedback they receive from local stakeholders. In turn the public has a responsibility to use services appropriately. • be clear on the purpose and nature of the engagement and how the outcome will be communicated back to those involved and affected • use a variety of methods and processes taking account of how people prefer to be involved and enabling all sectors of the community have an opportunity to have their say

To help embed these principles across the organisation we are developing a communications style guide and a patient involvement toolkit.

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Section 12

Our Key Stakeholders The primary audience of the communications team includes Kirklees residents and patients, NHS Kirklees staff and key stakeholders. The secondary audience is made up of community leaders, opinion formers, businesses, public agencies and politicians who impact on the work of the district. Good communication with audiences outside of NHS Kirklees is essential to make sure they are informed of PCT activities and decisions, and to explain how and why decisions have been reached. It helps to build public confidence in the local NHS and give people the information they need to make informed choices about their care and support them to take responsibility for their own health. It also gives people the opportunity to feedback about our services or the decisions we make. We are working closely with Kirklees Council on ways of joining up our communications as much as possible to avoid duplication. We now have a joint readership panel which meets regularly to discuss issues as well as making sure our communications are easy to understand and user friendly. Effective internal communications means we will: • run the business of NHS Kirklees more effectively • have a workforce that is confident and skilled at listening and communicating • have and retain a workforce which considers itself valued • be able to communicate more effectively with our external audiences – because our own staff are our best ambassadors 16

Staff and public involvement are key to helping develop the profile and reputation of NHS Kirklees and will help deliver commitment as well as “champions” for the local NHS. Regular communication and involvement with staff and patients matters because it motivates people and wins acceptance of a commitment to change. The following highlights the key stakeholders and the methods of communicating with them.


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Internally: Internal Stakeholders • • • • • • •

• • • •

All staff Community services staff Staff in different locations HQ staff Directors Trade Union reps Other independent contractors: community pharmacists, dentists and opticians, and their staff Board members, including NonExecutive Directors (NEDs) Professional Executive Committee (PEC) members The Senior Management Team (SMT) Board sub committee members

Methods Written • Weekly e-bulletin (Weekly Talk) • Staff newsletter (TalkAbout) • Email • Intranet • Notice boards • Payroll attachments • Annual staff surveys using feedback to improve communications • One to ones • Letters • Posters/notices Verbal • Team Briefing (Team Talk) • Lunchtime sessions with CEO and Chairman (Lunch Talk) • Open staff sessions (Talk Time) • Presentations Events • Trust board meetings • AGM • Annual staff awards • SMT meetings • Staff meetings • Investors in People accreditation • Work shadowing Marketing • Text messaging

External Stakeholders

Methods

NHS / partners • Department of Health • Yorkshire and Humber Strategic Health Authority • Independent and salaried contractors: GPs, dentists, pharmacists, optometrists and their staff

Written • A variety of NHS Kirklees publications (including annual report, guide to services) • Leaflets, posters and other materials produced by NHS Kirklees • Website – www.kirklees-pct.nhs.uk

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External Stakeholders • NHS provider trusts with whom the PCT contracts • Neighbouring PCTs • NHS Direct • Local professional committees • Kirklees Council • Private and voluntary sector providers • Independent Sector Treatment Centres • Connecting for Health/NPfIT Local government • Politicians: local MPs and councillors • Kirklees Council (executive and officers) • Town and Parish councils Public • Patients, service users and carers • Groups and individuals the NHS traditionally find seldom heard – travellers, older people, young people, people for whom English is not their first language etc • Resident population • Pressure / interest groups • Voluntary and community organisations • Local Involvement Network (LINk) • Parents • School leavers and university graduates (prospective employees) • BME communities • School – pupils, teachers and governors • Media • Care homes • Local businesses • Drug companies • Huddersfield University and local colleges

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Methods • • • • • • •

Press releases Emails Public newsletter Direct mailing Patient diaries Patient Opinion Have your say cards

Verbal • Focus groups • Workshops • Attendance at community events • Chief Executive briefings of MPs and councillors Events • Trust board meetings held in public, including AGM • Attendance at meetings and forums • Events and presentations • Practice protected time events • Surveys • Requesting patient and public feedback / comment • Mobile exhibitions Marketing • Marketing campaigns • Social marketing interventions • Text messaging • Digital TV • Pod casts and downloads • DVDs/CDs • Sponsorship/accreditation • Sandwich boards/town crier • Washroom advertising


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

We recognise that one size does not fit all and we have to adapt our communications and engagement methods to suit our particular audience. Good communication is achieved through using a variety of tools and techniques. We are working on developing a range of databases to make sure we target the right people with the right information and avoid duplication when undertaking engagement work.

Section 13

Our Key Messages We will work to a set of key messages, which we will use in our public and internal information to make sure we are consistent. These are linked to NHS Kirklees’ vision and values and strategic objectives. Service Users and the Public • Service users and the public are at the heart of everything we do • We will support people in taking responsibility for their own health and well being • We want patients to be involved in shaping their own health services and using them responsibly • We respect the different make-up of our local community and will work with them to support their needs. • We will make sure that services are available as close as possible to people’s homes • We will not tolerate violence and aggression towards our staff. • We will value diversity and challenge discrimination

Finance/Resources • We will use our resources effectively to provide the best health service to local people that we can afford • We will allocate our finances fairly and objectively • We will strive to reduce carbon emissions and make sure PCT activity has a minimal impact on the environment Public Health • We will work in partnership with local people and all relevant organisations to improve health and well being • We will work in partnership with others to reduce local health inequalities • We will make sure that the most upto-date information and methods are used to prevent ill health Performance • We will strive to continuously improve our performance and provide the best possible care as well as accessible health services, alongside our partners • We will make sure local primary care and community health services are delivered safely and to the highest standards • We want patients to have access to good quality healthcare premises. • We are the leader of the NHS in Kirklees – we are your local NHS • We will keep people informed about the service they can expect and do our best to meet local needs Getting the best from our people • We will treat each other with understanding, dignity and respect • We will value diversity and challenge discrimination • We will work as a team and carry out our jobs to a high standard

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• We value our staff and want to develop a learning environment which promotes continuous personal and professional development • We will encourage new and innovative ways of delivering services and celebrate success • We want all our staff to be confident, well trained and skilled at listening and communicating • We will tackle poor performance and inappropriate behaviour. There will be additional key messages for specific programmes, e.g. urgent care and 18 weeks.

Section 14

Implementation The action plan for delivery over the next 12 months is set out in Appendix A, which is split into internal communications, external communications and public and patient involvement. The following priority areas have been identified for communications, engagement and social marketing in 2008/9: • review of communications staffing structure to identify any skill gaps • overhaul of the NHS Kirklees website and associated Intranet • re-development of a new Team Briefing system, including training • forward media, marketing and event planning with Kirklees Council • new public newsletter to be mailed to every household • developing and marketing the NHS Kirklees brand • audit of public relations/communications 20

• increased proactive media activity • develop guidance and procedure on producing patient and public information • develop engagement toolkit • produce a communications style guide and toolkit • develop a social marketing action plan • develop and co-ordinate delivery of social marketing programmes with public health programme leads • evaluation of existing skills and capacity for social marketing • gain the Investors in People accreditation and the support of staff as communications ambassadors • update of media training for the senior management team and any other key personnel. • develop systems to evaluate the success of PPI activities • ensure that seldom heard groups and diversity issues are reflected in engagement activities • map PPI activity across NHS Kirklees • develop database to capture PPI activity • develop database of ‘interested members of the public’ who wish to be involved in PPI • map voluntary organisations within Kirklees to enable effective and targeted engagement and involvement • develop methods for capturing patient experience that systematically enables evaluation of performance • continuing to develop and promote PALS


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Section 15

Crisis Communication and Emergency Planning The media handling policy outlines our approach to handling the media on a daytoday basis and in a crisis. A Memorandum of Understanding is being developed between all local NHS organisations to make sure that sufficient communications support is available to support organisations during a crisis, particularly one that lasts several days. We also have media protocols with Kirklees Council covering joint statements and partnership working across health and social care, as well as the West Yorkshire Emergency Media Protocol. NHS Kirklees has an emergency plan which includes communications roles and responsibilities. Work is also underway to ensure that NHS Kirklees has a robust communications plan in place in the event of a flu pandemic.

Section 16

Evaluation It is important to demonstrate that NHS Kirklees listens to comments and suggestions from staff, patients and the public and reviews methods of communications to see if they are effective. Equally, it is important that the changes we make because of patient/public and staff involvement is communicated and reported back in the most appropriate way.

The effectiveness of this strategy will be monitored internally through: • the annual staff survey • an annual internal communications audit • annual readership survey for staff newsletter, TalkAbout • intranet use • surveys on specific issues • feedback from Team Brief, Talk Time with the Chief Executive and Lunch Talk with the Chief Executive and Chairman • feedback from induction and other employee training And externally through: • regular audits, assessed against the principles and objectives outlined in this document • patient, public and stakeholder surveys • feedback from the annual patient prospectus – Your Guide • public polling • monitoring of media coverage • website use • patient feedback at events • regular review of the key principles, objectives and key messages outlined in this strategy • measuring the success of our goals and outputs • complaints • PALs enquiries • Local Involvement Networks (LINks) • Patient Opinion • Kirklees Overview and Scrutiny Committee A Communications and PR Committee (subcommittee of NHS Kirklees Board), with representatives from each directorate and a non-executive, has been set up to develop this strategy and this group will oversee its implementation.

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Section 17

Resources NHS Kirklees has a dedicated communications team and a dedicated public and patient involvement team. In addition to this, NHS Kirklees jointly funds the Working in Partnership Team, that is hosted by Kirklees Council. Both teams sit within the corporate services directorate. Appendix D shows our existing structure. The communications overall budget that includes both pay and non pay for 2008/9 is ÂŁ221,000 The patient and public involvement overall budget is ÂŁ185,000.

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Ongoing

On target

Launch Sept 08 Training to start by Dec 08

Ongoing

Ongoing

By Dec 08

“Ask the Chief Executive” mailbox and responses on the Intranet

Staff newsletter Talkabout to be produced monthly

Re-development of a new team briefing system, including training programme for team briefers

Develop, in collaboration, specialised briefings eg, staff survey, Annual Healthcheck

Reaffirm the value of good communications – which remain a responsibility of all NHS Kirklees staff – at induction sessions

Development of “communications champions” from each directorate

To facilitate effective twoway internal communications (consistent, timely and relevant information) within NHS Kirklees

Timescale

Key outputs

Objective

Improving internal communications

Communications and engagement action plan 2008/9

Appendix A

Comms Team/OD

Comms Team/OD

Comms Team and senior managers

AD Comms & PR

Comms Team

Comms/CEO

Lead

At least eight communications champions identified

Sessions delivered

Briefings delivered verbally and in written format

Monthly Team Brief issued 90% of team briefers trained

12 editions published and circulated

Responses received and fed back

Outcome

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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24

To make sure that all staff are given every opportunity to be fully informed and involved in the work and strategic direction of NHS Kirklees

Objective

Ongoing

Ongoing

By Jan 09

Ongoing

Ongoing

Monthly open staff sessions with CEO and directors (TalkTime)

Monthly informal lunches with CEO and chairman (Lunch Talk)

Facilitate regular bi-monthly or quarterly sessions with PEC Chairman and independent contractors

Facilitate workshops and briefings on key issues for directors

Continued development of the NHS Kirklees intranet

By Dec 08

To develop links with Practice Based Commissioners, HITs and independent contractors to promote their work

On target

Ongoing

To provide communications support to Kirklees Community Healthcare Services

Weekly email bulletin to all staff (Weekly Talk) which is regularly evaluated

Timescale

Key outputs

Improving internal communications continued

Comms Team/HIS

Comms Team/SMT

Comms Team/PEC Chairman

Comms Team/CEO

Comms Team/SMT

Comms Team

Head of Comms/PEC Chairman

Head of Comms

Lead

Up-to-date intranet

At least four sessions held each year

12 lunches held each year

12 staff sessions held per year

52 bulletins issued

Communications support provided and improved communication and awareness

Dedicated communications support

Outcome


Updated Sept 08 Ongoing

Ongoing

Launch by April 09

On target

Launch by Jan 09

Ongoing

By March 09

NHS Kirklees factfile – what we do, our vision and values, key objectives

Work shadowing, across all levels of the organisation

Marketing of NHS Kirklees’ vision and values and strategic objectives

Develop a web portal for independent contractors to inform them of PCT, regional and national policies, advice, news, and developments

Continued marketing of internal TALK branding

NHS Kirklees who’s who - list of teams and individuals and their work areas plus phone numbers and emails (electronic)

Communicate changes to/new policies and procedures via Team Brief and website

Continually audit and evaluate the above methods. Annually internal communications audit

Comms Team

Corporate services/mana gers/ policy author

Corporate Services/Com ms Team

Comms Team

Comms Team/HIS/Co mmissioning/ Primary care team

Comms Team/OD

Board/PEC/ Senior managers

Comms Team

Audit results completed and fed back to the organisation

Who’s who produced and readily available

Web portal up-andrunning and regularly used

80% of staff aware of vision and values

Fact file produced and readily available

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Ongoing

Ongoing

Ongoing

Launch by Jan 09

Launch by Dec 08

Establish a visual identity and branding for NHS Kirklees and make sure all information materials are appropriately branded and adhere to NHS guidelines

Work with staff to audit and update existing leaflets/public information

Make sure managers are aware of their responsibilities to achieve effective communications

Produce a communications style guide and toolkit for staff, which includes “communications champions” and where communications can be sourced, plus key messages.

Quarterly communications and PPI road shows

Start Dec 08

Team briefing training

To develop a culture where managers and staff feel motivated and empowered to make a contribution, and where communication is seen as a joint responsibility

Ongoing

Staff forums/Team time outs

To encourage and develop co-operation, the exchange of ideas, views and information throughout NHS Kirklees

Timescale

Key outputs

Objective

Improving internal communications continued

Comms/PPI Teams

Comms Team

Directors/ADs

Comms/grap hics Team

Comms/grap hics Team

AD Comms and PR

AD’s/OD

Lead

Road shows held at various locations

Communications handbook widely available Up-to-date notice boards

Through personal development plans

Audit of leaflets

Positive public polling results – brand recognition

90% trained

Outcome


To communicate and celebrate our successes and learn from our failures Oct 08

Sept 08

Ongoing

March 09

Annual awards event for all staff

Celebrating the Talents event

Promotion of activities in the local media

Deal with issues arising from annual staff survey and other feedback mechanisms

To develop effective links with practice based commissioners and HITs to promote their activities

Ongoing

By Dec 09

Promotion of activities through staff newsletter TalkAbout

Gain the Investors in People accreditation

Comms Team and project leads

SMT/OD/HR

Comms Team

Patient care & professions

Corporate services/HR

Comms team/all staff

AD Comms and PR/OD

Action plans developed

100 proactive media stories

Event held and well evaluated

Event held, well attended and positive feedback

80% of staff value newsletter

IIP accredited

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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By March 09

By Dec 08

Ongoing

Ongoing

Ongoing

By March 09

June 09

Overhaul of the NHS Kirklees website and associated intranet, with associated plan to keep it updated

Review of communications staffing structure to identify any skill gaps

Promote the services of NHS Kirklees at every opportunity

Liaise with and be informed by directorates of potential media interest of a positive or negative nature on a regular and timely basis

Liaise closely with PALS, PPI and complaints staff on current issues being raised by patients

Develop a branding/marketing strategy to position NHS Kirklees as the local leader of the NHS

Review new ways of communicating via website, including pod casts, viral email, SMS, social networking sites

To improve the reputation and raise the profile of NHS Kirklees, its services and the local NHS

Timescale

Key outputs

Objective

Improving external communications

Comms Team/social marketing manager

Comms Team/graphic s/SMT

Corporate services

Comms Team/SMT

Comms Team/all staff

AD Comms and PR/Head of Comms

Comms Team/HIS

Lead

Public recognition in public polling results

Reduce the number of complaints

Production of Annual Report and Your Guide. Positive media analysis and public polling results Positive media analysis and public polling results

Fully skilled communications team

Up-to-date internet Regular hits across the site

Outcome


To adopt a proactive approach towards the media to raise public awareness of the local NHS On target

Ongoing

On target

Ongoing

By June 09

By Dec 08

Organise, where appropriate interviews, meetings and tours of premises

Meet with responsible editors/journalists on a regular basis and maintain positive relationships

Make sure Media Policy and Procedure is understood and used by all staff

Update of media training for the senior management team and any other key personnel

Produce media handbook for staff

Ongoing

Development of annual media and events plan, which scopes out regular media opportunities. Increased proactive media activity

To provide communications support to Kirklees Community Healthcare Services

Comms Team

Comms Team/SMT

Comms Team/senior managers

Comms Team/CEO/Ch airman

Comms Team

Comms Team/Kirklees Council comms

Head of Comms

Distributed with induction information

Positive media analysis SMT media trained

No cases of whistle blowing

Regular meetings with key journalists

Positive media analysis

Positive NHS Kirklees media coverage outweighs negative media coverage by 70% v 30% over a 12 month period

Dedicated provider communications support

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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30

On target

Launch Oct 08

Ongoing

On target

Production of Your Guide

Production of a quarterly six-page public newsletter to every household

Production of high quality patient information leaflets

Develop and deliver social marketing programmes

Promote local and national health promotion activities, which encourage people to take control of their own health and well being

On target

Production of Annual Report with appropriate messages

To inform patients and stakeholders of plans, service developments, and public health messages

Timescale

Key outputs

Objective

Improving external communications contimued Outcome Annual report published for AGM

Your Guide distributed and evaluated

Four newsletters distributed each year Relevant high quality patient information produced Support 3-5 public health campaigns

25 relevant press releases issued per year

Lead Comms Team/finance/ senior managers Comms Team/senior managers Comms/ graphics team Comms/ graphics team

Social marketing manager/ Comms/graph ics team Comms/ public health


To communicate and celebrate our achievements and successes

To develop clear two way communication with patients and the public, where patients, carers and users can feedback

On target

Ongoing

Relaunched Oct 07 Relaunch Sept 09

Completed

Ongoing

Ongoing

Feedback mechanism via NHS Kirklees website and through “Your Voice” element of NHS Choices website

Opportunities for questions and feedback at the NHS Kirklees Board meetings

Continued development of Reader’s Panel

Review of NHS Kirklees website, including its accessibility and usefulness of information

To support the SHA in polling the public on the NHS

Liaise with and be informed by directors and senior managers about all ongoing developments in the PCT on a regular and timely basis

Involvement in key project teams and established links with public health programme leads and commissioning managers

Comms Team/project leads

SMT

SHA/Comms Team

Comms Team/PPI

PPI/ Comms Team

Corporate Services

Comms Team/PALS

Positive media analysis and public polling

Database of 50 good news stories per year

Public polling carried out and results analysed

Up-to-date and interactive website

Increase in Reader’s Panel membership

Questions answered, and fed back Positive public polling

Reduction in patient complaints

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Ongoing

Ongoing

Make sure the corporate identity of the PCT is maintained and visible on all relevant documents, buildings and uniforms

Encourage the use of Plain English in corporate communications

Ongoing

October 08

Develop policy and procedure for the production of good quality patient information, with clear guidelines for staff

Actively participate in the Health Marketing Board across Kirklees and work to agreed actions/campaigns that arise from this group

Ongoing

Development and use of key messages in all publications

To develop effective relationships with key stakeholders

Ongoing

Communicate our vision and values at every opportunity

To develop clear and consistent public information

Timescale

Key outputs

Objective

Improving external communications contimued

Communications champions in each directorate

Kirklees Reader’s Panel authentication mark on public information leaflets and documents Attend all meetings Development of publicity campaigns

Comms Team/Kirklees Reader’s Panel Head of Comms/ Comms manager/soci al marketing manager

Policy approved and adopted

Messages used in internal and external communications

80% of staff aware of vision and values

Outcome

Corporate services manager/Co mms/graphics Team

Comms Team/ graphics/ public health

Comms team

Comms Team/OD/all staff

Lead


Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Attend and contribute to joint NHS communications forums

Meet with communications colleagues in the local authority on a regular basis and develop positive working relationships

Contribute and feedback on joint projects and publications

Maintain effective links with MPs and support staff

Coordinate ministerial visits and respond quickly to requests for briefings for Ministers (eg Parliamentary Questions etc)

Comms Team/CEO support staff

CEO/ Chairman/ Comms Team

Comms Team

Comms Team

Comms Team

Attend six meetings per year

Attend six meetings per year

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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To develop a database to capture patient information and feedback to inform the commissioning of services.

Effectively use information technology, develop relationships with stakeholders and adopt new approaches in involvement and engagement activities

Objective

Sep 08

Dec 08

Ongoing

Develop a database to capture what PPI work is being done across the PCT and Local Authority. Information to be stored on ACE (Accessing Consultation and Engagement) Database

Ensure that regular updates and changes to the system are incorporated.

Timescale

Undertake mapping work on PPI activity across the PCT

Key outputs

Improving public and patient involvement

PPI Co-ord

PPI Co-ord

Head of PPI

Lead

Information within the database and technical aspects kept up to date.

Database operational and used by the team as well as the organisation as a whole.

Outcome


Dec 08

Dec 08

Dec 08

Dec 08

Develop knowledge base of all groups' needs, backgrounds and inter-group issues

Define what our communities are e.g. interest groups, geographical groups or communities within communities

Incorporate map of who in the PCT engages with any of the above groups

Incorporate engagement mechanism preferred by each group

Voluntary organisation database - Map voluntary organisations within Kirklees to enable effective and targeted engagement and involvement

Oct 08

Develop a database of individuals interested in getting involved, ensuring that this is searchable using various criteria.

Contribute to the development of Market Segmentation and a Social Marketing approach to engagement and involvement activity

PPI Co-ord

PPI Co-ord

PPI Co-ord

PPI Co-ord

Head of PPI

Database in place containing information on local voluntary and community organisations inclusive of their operational structures, needs and preferred engagement mechanisms for each. Support this with information on current and developing relationships between the organisations and various PCT teams. Enable a detailed understanding of the various communities and interest groups operating within the PCT area.

Efficient IT system in place to support the wider PPI work including the Patient Experience Group

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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36

Dec 08

Ongoing

Develop a database to capture comments and feedback received from the public and systems for analysing and addressing such comments (e.g. from consultations, public meetings, Have Your Say card, How to Get Involved leaflets)

Attend Patient Experience Group (sub-group of PPI Steering Group)

Develop new and innovative mechanisms for seeking and capturing patient experience and develop systems for analysing and addressing such feedback

Ongoing

Oct 08 Ongoing

Ensure training is in place for team Feedback system/response process

Work with Local Authority to develop a database to map users of service using ACTIVE Database/Mosaic

Oct 08

Appoint administrators

Develop a mapping database of users of service to enable targeted approach in the work of the PPI team and the PCT

Oct 08

Marketing of Patient Opinion

Establish Patient Opinion (internet based system for capturing independent feedback on services – from patients, relatives, carers and staff)

Timescale

Key outputs

Objective

Improving public and patient involvement continued

Head of PPI

Head of PPI

Head of PPI

Lead

Ensuring a targeted approach in the work of the PPI Team and the PCT.

Active participation in the Patient Experience Group and its work. Developing new and innovative mechanisms for seeking, capturing data and ensuring the efficient systems are in place to support the storage, evaluation and usage of data.

Outcome


Work with the council to develop an effective Local Involvement Network (LINk)

Attend Management Board Meetings as organised by the Local Authority LINk Lead

Feeding back such views to inform the commissioning process.

Gather public opinions on the proposed service; distributing guide document and meeting with local groups

Ongoing

A/D Communicati ons and Public Relations

PPI Co-ord

Work with Mark Jenkins on the engagement process for GP Led Health Service. Apr 09

PPI Co-ords/

Undertake all necessary activities as and when new proposals arise to inform the commissioning process.

Head of Communicati ons and Head of PPI

To work with members of the commissioning teams to make sure PPI activity is integral to the commissioning of services. For example the GP Led Health Service.

Oct 08

Head of PPI

Produce Communications and Engagement Strategy, including action plans.

Developing effective relationships with key stakeholders

To make sure the PCT has a Strategic approach to Communications and Engagement Activity

Ongoing Director/Assistant Director attendance at the LINk Management Board meetings

PPI activity being an integral part of the commissioning process.

Communications and Engagement Strategy produced and approved by the Board.

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Developing and maintaining links with University of Huddersfield

Objective

Maintain effective relationship with the University of Huddersfield and consider areas of co-operation, for example presentations to students on aspects of patient and public involvement.

Ongoing

Ongoing

Help to publicise the LINk

There is a good working relationship with the LINk and the Host Organisation

Timescale

Key outputs

Improving public and patient involvement continued

Head of PPI

Head of PPI

Lead

Regular communication in place with the University’s Lead on PPI, taking into account the work and objectives of each organisation.

Supporting the LINk to promote its existence and work and encouraging public access.

Distribution of LINk promotional material to interested parties.

Transitional group representative participated in the focus group held to support the development of the strategy. The group's representatives being included in the wider World Class Commissioning issues e.g. selection of outcomes.

Outcome


PPI Co-ord

PPI Co-ord

PPI Co-ord

PPI Co-ord

Head of PPI

Aug-08

Aug-08/Sept08

Aug-08/Sept08 Ongoing

Oct 08

All formal consultation processes to be carried out in a timely manner and meeting all set requirements.

Order relevant promotional material

Distribute to all independent contractors, community centres, health centres, past participants of EPP, those people on the interested members of the public database, readers' panel, vol orgs etc

Take information along to any PPI / PALS events that we are attending

Collate responses. Responses can go direct to DH but if we do receive any then suggest that we pull them together and submit in a report as one response.

Write and submit report to DH on responses received.

Leading on all formal consultation processes to ensure the PCT’s compliance with duties under Section 11 of the Health and Social Care Act (2001)/ section 242 of the Consolidated NHS Act

NHS Constitution Consultation consultation with staff, patients and users of the NHS to be carried out and responses submitted by 19th October 2008

Effective staff and public engagement during the consultation and timely report on responses received.

Effective conduct of all formal consultations

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Head of PPI

Annually

Commission annual survey

Make sure the PCT conducts the national NHS Patient Survey and produces an action plan based on the range of patient experience information gathered on an annual basis

Produce an action plan liaising with appropriate Directorates.

Head of PPI

Clinical teams to develop proposals during 08/09 incorporating public views. Development of options and consultation to follow.

Work with Communications and relevant teams within Kirklees PCT, Wakefield PCT and Mid Yorkshire NHS Trust to develop and undertake Section 11 consultation process for MYSS consultation

Mid Yorkshire Service Strategy Consultation

Head of PPI

Work with West Yorkshire Communications and PPI Teams and PCT Urgent Care Team to develop and undertake Section 11 consultation process for Urgent Care services in Kirklees

Lead

Urgent Care Consultation

Timescale

Key outputs

Objective

Improving public and patient involvement continued

Survey commissioned and information passed to appropriate Directorates to action.

Outcome


To raise the profile and promote the use of the Patient Advice and Liaison Service (PALS) by public and staff

Patient Advice and Liaison Service

Quarterly

Ongoing

Articles in Staff newsletter / Your Guide / Community newsletters etc detailing what PALS does, number of calls received and type and what service improvements have taken place as a result

Ensure the PALS section within the PCT internet and intranet are kept up to date.

Ongoing

Dec 08

Sep 08

Provide information to the EPP for their stand at induction days held at Beckside Court.

Look at the possibility of producing a DVD about PALS

Develop texting service for PALS

Continue to hold a stand at Trust Headquarters with PALS/PPI and Expert Patient Programme (EPP) information.

Apr 09

Leaflet and poster distributed to all independent contractors, voluntary organisations, Gateway to Care, libraries, ‘interested people’ database on an annual basis

PALS Officers

PALS Officers

PALS Officers

PALS Officers

PALS Officers

PALS Officers

Increased public and staff awareness of the service.

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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PALS - develop links with community groups and voluntary organisations, increasing awareness of the service, gathering information on individual groups as well as feedback on services.

To gather and maintain a library to assist PALS Officers in dealing with queries.

To regularly review and update PALS resources

PALS Officers

PALS Officers

PALS Officers

Develop PALS presentation and information pack to use when meeting with groups

Develop a programme of voluntary organisations and community events to attend for the next 6 months.

Develop and use a data capture form to use when meeting with groups to log information on group met with, when meeting held, key contact details, numbers attended, issues raised and action taken.

PALS Officers

Lead

PALS Officers

Ongoing

Timescale

Write to voluntary organisations offering to attend mtgs / community events to explain role of PALS

Maintain the ‘A to Z’ and ‘Frequently asked questions’ documents, regularly inserting new information.

Key outputs

Objective

Improving public and patient involvement continued

Programme of events to be attended developed. Form to gather details on groups met developed. Any feedback monitored in terms of actions taken.

Up to date resources to support the work of the service.

Outcome


PALS - Monitor and evaluate the service to gather user feedback and aid service improvement 1st week of month

July 08 Oct 08 Jan 09 Apr 09

Apr-09

Feedback received from questionnaire to be distributed to PPI Team for information

Quarterly PALS reports produced and shared with PPI Team and Communications and Public Relations Committee – to also include information on PALS survey results, Service Improvements, community events attended etc

Data pulled together on PALS to include in PPI Annual Report – This document is also to include information on PALS Survey, Service Improvements, community events attended etc

DATIX - additional modules to be added to gather information on services as well as capturing patient feedback, for example, community events attended, comments captured through Have Your Say/PPI, and dental queries

1st week of month

Ongoing

PALS Questionnaire to be distributed to users of service on a monthly basis

Feedback any issues raised to relevant staff within PCT

PALS Officers

PALS Officers

PALS Officers

PALS Officers

PALS Officers

PALS Officers

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Ongoing

Ongoing

Ongoing

Ongoing

Work with PALS and Dental Team to assess effectiveness of 0800 dental registration line

Discuss and agree with PALS and Dental Team any improvements required to service

Work with Complaints Manager to assess effectiveness of PALS in dealing with potential complaints

Discuss and agree any actions that may need to take place to improve the service provided by the PALS Team

PALS - Monitor links between PALS and Complaints taking into consideration any new and emerging guidance

PALS - Monitor dental registration scheme and consider any possible improvements to the service

PALS Officers

July 08 Oct 08 Jan 09 Apr 09

Provide quarterly updates on service improvements made

Report service improvements in PPI annual report

PALS Officers

Develop process for capturing service improvements

PALS Officers

PALS Officers

PALS Officers

PALS Officers

Head of PPI

PALS - Monitor service improvements made as a result of PALS queries

Aug / Sept 08

PALS Protocol to be updated to reflect new service and include key standards for PALS Team to ensure accessible service

Lead

PALS – Protocol to be developed outlining key standards and ensuring that the PCT is providing an accessible service

Timescale

Key outputs

Objective

Improving public and patient involvement continued Outcome


Mar 09

Advise QOF Team of results

Ensure staff awareness of and the process to register levels of consent and access.

Mar 09

Agree points with patient representatives for each practice reviewed

Update information in relation to consent and access - Summary Care Records

Jan / Feb 09

Book practices in for interviews to be held during Jan – Feb 09

Quarterly

Jan 09

Collate information submitted by GP practices and distribute to relevant patient rep

4 meetings a year to be organised and supported.

Sep 08

Develop information pack to send out to GP practices

Review leaflets and publications developed by the organisation through the Readers’ Panel

Patient information

Participate in Quality Outcomes Framework (QOF) initiative, supporting local GP practices during this process and carrying it out ensuring patient involvement

Quality Outcomes Framework

PPI Co-ord

PPI Co-ord

PPI Co-ord

Staff received information and any necessary training.

Information pack produced for practices and distributed in a timely manner. Patient representatives participating identified and informed of the process and in receipt of all supportive information submitted by GP practices.

Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Appendix B

SWOT Analysis STRENGTHS STRENGTHS • Our People • Leadership/Chief Executive • Our partnerships and the way we develop relationships • Through joint working influence commissioning decisions across organisations to maximise benefits to the people of Kirklees • Our culture (open & reflective) • Understanding the health needs of the population (JSNA) • Our systems, how the PCT works • Ever improving use of information to support commissioning decisions

OPPORTUNITIES OPPORTUNITIES • Focus on health outcomes that are important to us and the people of Kirklees • People want the NHS to be better • Attract new staff • Procurement – change and make services better • Realise the benefits of working with the local authority • Development and integration with PBC • Move to new HQ • Change of government and/or key change in policy

46

WEAKNESSES WEAKNESSES • Not fully capturing the enthusiasm of all clinicians to improve services and to be involved in the process to make commissioning decisions • Focus on externalities, and other organisations to the detriment of what we do as NHS Kirklees • A perception that all directorates are not fully integrated and information sharing is simple within a directorate but more complex across directorates • Lack of expertise/capacity in key skill areas • Time to reflect and develop and maximise our potential • Focus on achieving individual goals but not understanding how these fit with PCT goals THREATS THREATS • Leadership development is not consistent • Lack of focus on ‘well-being’ • How the commissioner/ PCT Provider split will occur • Economic climate – private patients • Change of government and or change in key policy • Procurement process being too bureaucratic and time consuming • Maintaining partnerships and relationships with stakeholders whilst strengthening our commission competencies • Not maintaining or enhancing clinical engagement • Lack of resources – market demand


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

STRENGTHS

Actions.....

Our People

Monitor & improve ‘people factors’ – turnover, exit, consultation, survey. Identify and address silos working issues, develop cross directorate working. Build and develop HIT structure to encourage matrix working. Continue to reward and recognise staff achievement

Leadership/Chief Executive

Sustain leadership development and consider succession planning. Develop skills to and devolve decision making through, for example, Directors and Assistant Directors joint sessions.

Our partnerships and the way we develop relationships

Continue to develop partnership posts. Have a developed consistent approach to relationship management. Develop people’s ability to meet WCC and KSF competencies.

Through joint working influence commissioning decisions across organisations to maximise benefits to the people of Kirklees

Build on strong foundation, develop and emphasise our role as leaders of the NHS and ‘why we are here’, for the people of Kirklees. Greater integration across primary, secondary and social care so that decisions that can mutually benefit our people, service users and staff are realised. Increase instances of joint planning.

Our culture (open & reflective)

Develop our ‘brand’. Be leaders. Have strong clinical involvement. Further develop public and patient involvement. Promotion of what we do for employees, what we have achieved. Corporate development – ‘Core Briefs’. Improve skills of team briefers – soft skills.

Understanding the health needs of the population (JSNA)

Maintain and refresh the JSNA and keep at the core of our service planning and commissioning intensions. Have two way dialogue with the people of Kirklees on their health needs and what we’re doing about it and how they can support and influence the process.

Our systems, how the PCT works

Use world class commissioning to accelerate our organisational development and enhance further the positive aspects of the organisational design, and change what we don’t do well.

Ever improving use of information to support commissioning decisions

Use information as the basis for where to effect change through commissioning and redesign. Use information to understand the benefits we have made and realise those benefits.

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48

WEAKNESSES

Actions.....

Not fully capturing the enthusiasm of all clinicians to improve services and to be involved in the process to make commissioning decisions

Continuing improvement of HIT structure to fully integrate all clinicians. Make sure there is proper representation in redesign groups. Develop the relationships with the PCT, PBC and the PEC. Enhance our project/programme management to ensure we consider all stakeholders in development and commissioning intensions. Further develop and support PBC consortia. Ensure we are receptive and open to ideas and opinions from all. Use the information from the training needs analysis to support our development.

Focus on externalities, and other organisations to the detriment of what we do as NHS Kirklees

Understand fully our responsibilities to health and well-being for the people of Kirklees. Work with partners to maximise mutual benefit of decision making. Develop our leadership skills. Ensure that what NHS Kirklees does and is responsible for is cascaded throughout the organisation. Ensure individual’s objectives are mapped back to corporate objectives through strong personal development plans.

A perception that all directorates are not fully integrated and information sharing is simple within a directorate but more complex across directorates

Open discussion at SMT. Share what we do more fully. Have specific sessions or events where relationships and understanding of directorates is shared. Encourage cross- directorate working and posts that span directorates.

Lack of expertise/capacity in key skill areas

Use WCC competencies and the overall assurance framework to assist in the design and structure of the PCT. Ensure we plan for and address recruitment in key areas. Have a robust development plan for staff.

Time to reflect and develop and maximise our potential

Board development and shared development sessions across the organisation. Transformational workforce plan. Use of PDRs.

Focus on achieving individual goals but not understanding how these fit with PCT goals

Ensure that individual work areas are mapped to goals of the PCT and that there is a clear correlation between what we do as individuals and what our goals state and the effect on health and well-being for the people of Kirklees.


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

OPPORTUNITIES

Actions.....

Focus on health outcomes that are important to us and the people of Kirklees

The WCC process and having a robust JSNA have validated and given us the platform to decide on the health outcomes which require focus and how we best meet them. Communicate what these are to staff, stakeholders, public and commission services to meet them.

People want the NHS to be better

Capture the enthusiasm and pride that the people of Kirklees have in their local NHS. Allow them to contribute and influence how and what we commission as well as how they can take responsibility for their own heath care and well-being.

Attract new staff

Highlight the opportunities and skills that can be transferred from many other sectors into working for NHS Kirklees. Clear procurement policy and processes that are publicised and consistently applied. We need to understand the risks and have access to appropriate expertise.

Procurement – change and make services better

Use new procurement rules and policy to support better commissioning. Have skilled staff to realise what is in the market and what can be delivered for Kirklees.

Realise the benefits of working with the local authority

Build on current working (LAA, JSNA), time outs, organisational development, mutual understanding of what areas we should be working on together. Clear frameworks and accountability. Develop joint goals and commissioning processes.

Development and integration with PBC

Framework, systems and processes are in place but we need to embed this throughout the organisation and general practice. Clarity on role of PBC as commissioners as opposed to providers.

Move to new HQ

Use this to enhance our working environment and allow staff to contribute fully in its design and layout.

Change of government and/or key change in policy

Opportunities to work differently - e.g. working in a more integrated way through policy or organisational change. Greater flexibility or freedom to act at local level.

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50

THREATS

Actions.....

Leadership development isn’t consistent

Continued Board development that focuses on the goals and culture of the PCT as well as the role of the Board member. Other staff development that has the same focus of goals and culture as well as their specific development needs. Encourage succession planning. Ensure development processes are integrated across the PCT. External review.

Lack of focus on ‘well-being’

Single aspects of health or health in itself are the focus of the PCT without fully considering well-being and other social factors that contribute to this. People focus on their own work areas and not on how they contribute to the overall health and well-being of service users.

How the Commissioner/PCT Provider split will occur

Understand the complexities of having an ‘arms length’ provider arm to a commissioning organisation and take the strategic steps to ensure that this does not compromise either commissioning or provision of services. That this is made in a timely way and communicated effectively.

Economic climate

With ever improving quality, choice and access to NHS services, and a recent down turn in people’s ability to self fund care in the independent sector. the balance of the use of NHS care and private care may change and demand for NHS services increase. This risk should be factored into commissioning plans.

Change of government and or change in key policy

A change of government may change how the NHS is structured and influence the role of the PCT. Lack of stability in the organisation, perceived or otherwise, will affect performance. Ensure strong leadership and communication to prevent this.

Procurement process being too bureaucratic and time consuming

Ensure that staff with procurement skills have the capacity to progress procurements and support those involved in procurement so that innovation isn’t stifled.

Maintaining partnerships and relationships with stakeholders whilst strengthening our commission competencies

Have clear training and organisational development plans for competency progression. Have a plan to say what level of competency will aspire to, becoming world class. Ensure that our partners understand our role and how there is best fit with other commissioning organisations and providers.


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

THREATS

Actions.....

Not maintaining or enhancing clinical engagement

Progress PBC plans and continue to incorporate clinicians in HITs and wider planning processes. Ensure that all clinicians are involved - not only doctors.

Lack of resources market demand

Ensure we become a ‘Beacon’ world class organisation. Manage risks of new approaches of procurement. Strengthen long term development and training plans. Team up with other PCTs.

Appendix C

PEST Analysis POLITICAL

ECONOMIC

SOCIAL

TECHNOLOGICAL

Commitment and will to implement differential investment

Financial position

Geographical spread

Are the systems integrated?

Market development

Public expectation of NHS to be better

Change of government

Uncertainty of economic climate, including funding for NHS

People’s attitudes to health and wellbeing

Unreliable information Procurement: skills and experience

New policies/targets Organisational change, imposed from on high

Challenging health economy

Lack of understanding of new language

Non-acceptance of new technology

Individualisation of society

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52

Corporate Services Directorate Structure

Appendix D


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Appendix E

Public Questionnaire

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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

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Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

Appendix F

Results of public survey Tell us how well your local NHS communicates and involves you Questionnaire was designed and distributed to gain feedback from voluntary organisations and the public to support the development of this strategy. In excess of 770 questionnaires were distributed to local organisations, groups and the public. 72 completed questionnaires were received. The following information outlines the comments received:

1. Do you know that Kirklees PCT is responsible for providing health services across Kirklees, overseeing the work of GPs, dentists, opticians and pharmacists, paying for hospital services on behalf of local people as well as improving the health and well being of local communities. 71 participants responded to this question with 58 (81.7%) stating they did know what the PCT is responsible for and further 13 (18.3%) stating they did not.

2. What does the local NHS mean to you? Overall, 65 comments were received. When reading the statistics below, it should be noted that several comments received applied to more that one of the sections noted below.

Of the 65 comments, 18 referred to access to services and further 18 respondents gave examples of the various NHS services they are aware of or those they have used. Additional 11 comments referred to services being local. 24 people made comments about services either in what they meant to them or what they have experienced. Of these, 19 comments were received ranging from those that could be referred to as ‘general’ such as “Providing the best services to meet the health needs of the local population” to statements of what services mean to individual respondents. Further 4 comments were negative. 6 respondents commented on the fact that NHS care is free of cost. Further 3 respondents commented on the negative aspects of current structures and same number gave negative examples e.g. access to an NHS dentist, waiting times, making appointments.

3a. How effective is the PCT at communicating with the voluntary and community sector organisations and the public? 65 comments were received in relation to the PCT’s communication with local groups and the public. 21 general positive comments were received with further 7 respondents commenting positively on the communication in place. 17 negative comments were made in this respect – these included individuals having to find information for themselves, limitations of the information or venues where it is available and short ‘not very good’ comments.

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In terms of public understanding of the PCT’s role and work, 12 respondents highlighted a gap in this area. 6 suggestions on possible improvement were noted, including more timely information and liaison with local groups. Communication with local groups was raised 6 times with 4 comments being positive about the current work done and steps that are being taken. 6 comments were open as respondents were unsure. 2 comments were made about the PCT being perceived as remote and an additional comment was made on lack of delivery of proposals.

3b. How could we improve how we communicate with the public so that people know what the PCT does?

written information, 4 respondents suggested mail drops to local residents, further 3 the publication of a regular newsletter and 1 respondent noted guides/booklets. 6 positive comments were received in terms of the PCT’s communication with the local community with 2 respondents giving examples. Further 3 comments related to respondents not having a need to know what the PCT’s role was as long as local services were being provided. 6 respondents stated they did not know in which ways the process could be improved. 8 comments were received, each referring to a different area. These were: being open and honest, having a PR specialist, telling not asking, using simple questionnaires, measuring effectiveness instead of how much is being done, reducing organisational structure, increasing the number of places where information is available and for promotion to be done on a national basis.

69 comments were received in respect of the above. Information being available at the point of examination or treatment was noted by 16 respondents with written information in GP practices being the most common example. Outreach work, including stands at public events, libraries, visits to centres and schools, was noted by 13 respondents. 9 comments were received in respect of the use of press to communicate with the public and further 6 comments on the use of media in general such as radio. Contacting local groups and placing articles in local publications was suggested by 6 respondents with further 4 suggesting more meetings within the community. In terms of

58

4. Do you think the PCT helps to manage and improve the health and wellbeing of the local community? 52 participants responded with 39 (73.6%) answering positively and further 11 (20.8%) answering negatively. Further three responses were received with two people stating they did not know and one noting that the PCT was trying. Respondents were asked to provide more detail and give examples, 53 comments were received. The comments to this question varied with only few themes emerging. 11 comments were received in relation to the support and


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

services individuals have received or felt were in place. 9 respondents were not able to comment further. 6 respondents commented on the benefits of the Expert Patient Programme and PALS. In terms of the assistance and resources in place, the following comments were received: • Leaflets (1) • Advice and information (4) • Initiatives and campaigns (3) • Funding for secondary care (1) • Investment in primary care (1) • Choose and Book (1) • Diabetes screening (1) • Specialist clinics (2) • Exercise (1) • Mobility (1) Three negative comments were made in relation to administrative/organisational procedures e.g. appointment system and structure. Further four commented on there being ‘a room for improvement’, decision processes in terms of changes, the organisation being perceived to be remote and wellbeing being ‘on back burner’. Two respondents expressed their hope that helping to manage and improve the health and wellbeing of the local community was indeed the PCT’s role. One respondent commented on the positive influence of the PCT but acknowledged lack of detailed understanding of its work. Three comments were received in relation to wanting staff and their terms of conditions and treatment to be fair.

5a. How effective is the PCT at involving and engaging with the voluntary and community sector organisations and the public? 60 respondents commented on this question and of these, 17 stated they did not know or were unsure as to how effective the PCT is at involving and engaging. Of the negative comments received, 10 were of general nature, for example ‘not very’ or ‘could do better’. One comment was made to each the structure of the organisation, the term ‘PCT’ not being userfriendly, organisational changes and the organisation not being approachable. One comment was made in respect of the public being notified rather than expected to be involved and this questionnaire being the first one of this kind the respondents was asked to complete. Further four comments related to engagement with local groups and organisations. One respondent sought reassurance of views being fed back. Six comments were made in respect of the public needing to be informed of the role and work of the PCT and one respondent stated they knew [about the PCT] from own experience. Of the positive comments received, 12 were of general nature, for example, ‘very good’ and ‘effective’. Further two comments were made in relation to respondents being able to find information at their local GP. One respondent commented on the value of involvement and engagement as it informs provision of services.

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5b. What could the PCT do to improve this? 49 comments were received in this section and of these, 11 respondents stated they were unable to comment did not know. 11 comments were made in relation to outreach work and this included suggestions such as publicised meetings, informal drop-ins, outreach by senior staff, workshops, and health fairs in North and South Kirklees. Publicity and the use of media were also noted by respondents. The comments received were as follows: -

Direct newsletter Direct mail shots Local press Publicity through firms and organisations Directory Publicity Leaflets

- Involve staff at ‘sharp end’ - Local VCS org representatives - VCS - Through contractors

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(1)

(1) (2) (1) (1) (1) (1)

One respondent stated that the PCT were constantly trying, with this questionnaire being an example.

(1) (1) (1)

6a. Do you think the PCT has helped to influence your views and expectations of the local NHS?

(1) (1) (1) (1)

In this section, 28 (50.9%) of respondents indicated that they felt the PCT has had an influence and further 27 (49.1%) stating otherwise.

In terms of the methods to be adopted, the suggestions included the following: - Give example of current engagement - Explain services - Focus on problems - Build trust - Publicise services - Higher profile - Keep to specifics - Focus on services, not targets

- Community organisations providing services - Canvass service users explaining value of involvement - Inform public how services are monitored - Provide support group contacts for public - Demonstrate improvement - Publicise work - Reduce change

(1) (1) (1) (1) (1) (1) (1) (1) (1) (1) (2) (2)

Respondents were invited to elaborate and 47 comments were received. These were of a very diverse nature and, therefore, they are summarised in the tables below: Positive - Yes, providing new service - Yes, do excellent job - GP appointment system - Information from PALS, EPP, PCT - meetings - media - yes - Aware of more services - Using services - Presentations to groups - Good advice from professionals

(1) (1) (1) (3) (2) (1) (2) (1) (2) (1) (1)


Ambitions for a Healthy Kirklees Communications and Engagement Strategy 2008/09

- Involvement with PCT initiatives Negative - Hospital referral - Not impressive - NHS speaker didn’t come - Not really - It reduces good will - Hospital appointment - Tick boxes and statistics are important - PCT is remote from patient experiences - Own doing - Lack of follow up care - Disillusioned by NHS Other - Now aware can contact for help - Not sure/don’t know - Word of mouth - Local education - Use of NHS - Same system, different logo - Don’t need to know - Personal experiences - Possible, now aware PCT exists - Take responsibility for own health - Good that people are involved - You are only human, you can only do what you can unless people help - COPD - If services in place, not much thought given to PCT - Improved services - Will look for PCT logo

(2)

(1) (1) (1) (1) (1) (1) (1) (1) (1) (1) (1)

(1) (3) (1) (1) (1) (1) (1) (4) (1) (1) (1)

(1) (1) (1) (1) (1)

6b. Where do you get your local views of the local NHS from? Vast majority of comments (25) noted that such views are derived from own experience with further 7 comments noting the experience of friends and/or family. Media accounted for 12 responses. Patient groups were noted by 9 respondents and GP/dentist by further 8. Publications were also given as examples (leaflets, 6; PCT newsletter, 2; annual review, 1; letters, 1; NHS newsletter, 1; and information, 1). Contact with staff and NHS organisations were also noted and the comments were – board meetings (1), contacts (1), being on staff bank (1); staff (4); meetings (2); clinics (1); hospital (5) and health centre (2). Own research, observation and internet were each noted by one respondent. One person stated that such views came from various sources and further two noted discussions. One person stated they have never heard of the PCT.

7. Would you agree that the PCT listens to the views of local people? Half of those who responded (27) agreed that the PCT listens to the views of local people with the same proportion stating otherwise. Respondents were asked to give suggestions as to how this could be improved. The responses to this section were varied and are summarised below. As with previous sections, it should be noted that individual respondents may have made more than one comment.

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- Yes - Listens but no change to strategic direction - Lack of communication - Be more open - Ask for views - Improve listening - Maybe - Seeks views but does not act on them - Sometimes - Do not know/not sure - More action and talking - Do not know how to give views - Consultations are helpful but done in set formats - Reassure that information is fed back to PCT during consultations - Consultations are carried out but changes take place anyway - Act on feedback - Explain role - Feed back to public - Already listen and act on complaints - More information that is easily accessed - Demonstrate practical response to problems - Improve infrastructure - Getting there

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(1) (1) (1) (1) (1) (1) (1)

- Had to contact PCT for information (1) - Be proactive in seeking NICE treatments (1) - Letter received from hospital was unsatisfactory (1)

Personal details (1) (1) (8) (2)

Respondents were asked to provide personal details. All commented on their gender with 40.3% being men and 59.7% being female.

(2) (1)

(1)

(1) (2) (1) (1)

In terms of age, most responses (26; 36.6%) were received from respondents aged 66 – 75, followed by those in 56 – 65 age group (18; 25.4), 36 – 55 (15; 21.1%) and those 75 and over (11; 15.5%). One respondent indicated their age group to be 26 – 35. In terms of ethnicity, the table below notes the responses received:

(1)

White British Irish Any other white background

59 1 1

(1) (1) (1)

Asian or British Asian Indian Pakistani Any other Asian background

3 2

- Services are more important (1) - New services are in place (2)

Mixed Any other mixed background

1

- Involve active staff - Increase assistance to local support groups - Increase contact with ethnic communities - Managers to be accountable to public

Additional comments Declined to answer Indian

1 1

(1)

(1) (1) (1) (1)


Further information about the PCT can be found on the PCT’s website (www.kirklees-pct.nhs.uk) or by contacting the PCT at: Kirklees Primary Care Trust St Luke’s House Blackmoorfoot Road Crosland Moor Huddersfield HD4 5RH Tel: 01484 466000


http://www.kirklees.nhs.uk/fileadmin/documents/About_Us/KPCT_Com_Engage_web_lowres_1_