document

Ambitions for aHealthy Kirklees

Communications and Engagement Strategy

2008/09

Contents

Executive Summary

Background

Our Vision and Values

NHS Kirklees’ Goals

Key Issues

Purpose of this Document

National Context

Current Position

Communications Aims and Objectives

Engagement Aims and Objectives

Principles for Communications and Engagement

Our Key Stakeholders

Our Key Messages

Implementation

Crisis Communications and Emergency Planning

Evaluation

Resources

Appendices

A - Communications and Engagement Action Plan 2008/9B - Organisational SWOT AnalysisC - Organisational PEST AnalysisD - Corporate Services Directorate StructureE - Public Questionnaire F - Results of Public Survey

Section 1

Section 2

Section 3

Section 4

Section 5

Section 6

Section 7

Section 8

Section 9

Section 10

Section 11

Section 12

Section 13

Section 14

Section 15

Section 16

Section 17

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

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Section 1

Executive Summary

NHS Kirklees has a clear vision:

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

To achieve this vision we have agreed our 5year strategic plan, Ambitions for a healthyKirklees.

This document outlines how NHS Kirkleeswill use communications, marketing andengagement techniques to support thedelivery of our vision and strategicobjectives over the next five years.

It also describes how we build publicconfidence in the local NHS to make surepeople trust NHS Kirklees and see us as thecustodian of local NHS spending and acampaigner for better health and wellbeing.

Communications is everyone’s business andactivity needs to be integral to the PCT’score business operation. It is crucial tobuilding and maintaining public confidencein the local NHS and must therefore beplanned and sustainable.

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 informationto do their job, to be supported at work, todevelop their full potential and be able toinfluence the development of theorganisation and its services.

Partner organisations need to be informedand consulted in the assessing, planningand commissioning and provision ofservices.

This strategy sets out a framework formaking sure that internal and externalcommunications and engagement meet thefollowing criteria:

• protect and reinforce a positivereputation for the NHS locally

• keep the public, staff and stakeholdersinformed

• forge a new and closer relationshipwith the public and patients, listeningto their concerns and patient issues

• build a proactive, rather than areactive relationship with the media

• production of high quality information • through a social marketing approach,

enable people to take responsibility forchanging their behaviours that affecttheir health

This strategy will be supported by acommunications plan detailing specificareas of work, both internally andexternally.

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Section 2

Background

NHS Kirklees is responsible for the health ofmore than 400,000 people across sevenlocalities in Huddersfield North,Huddersfield South, Spen, Dewsbury andMirfield, Batley, Birstall and Birkenshaw.

Kirklees covers a large and diversegeographical area which includes the urbantowns of Huddersfield, Dewsbury, Batley,Cleckheaton, Liversedge, Heckmondwikeand Mirfield, containing some areas ofconsiderable disadvantage and significantdeprivation, as well as the more rural areasin the Colne Valley, Holme Valley andDearne Valley areas of south Kirklees.

Our population is around 400,000 butprojections show a significant increase to450,000 by 2029. People are living longer,but it is a comparatively young population.

A significant factor is our large andincreasing black and ethnic minority (BME)population (14.4%) which is mainly Asian.

NHS Kirklees is the name for the“commissioning arm” of Kirklees PrimaryCare Trust, making sure that local peopleget the right care, in the right place, at theright time. NHS Kirklees also agreescontracts with local GPs, dentists,pharmacists and optometrists to deliverhigh-quality services for local people. As awhole NHS Kirklees employs 1,280 people.

As the leader of the NHS in Kirklees, NHSKirklees will work with our partners toachieve our vision and commission healthand social care services for local people.

Kirklees Community Healthcare Services isthe provider arm of NHS Kirklees and isresponsible for providing a range of high

quality primary and community basedservices, such as district nursing, healthvisiting, sexual health and contraceptionservices, child health services, intermediatecare and therapy services. The provider armemploys more than 1,100 staff.

This strategy addresses the communicationsand engagement approach for NHSKirklees. A separate document is beingdeveloped for Kirklees CommunityHealthcare Services.

Section 3

Our Vision and Values

Working together to achieve the besthealth and well being for all the peopleof Kirklees.

The following values are how the NHSKirklees will deliver its services:

• to recognise that people are at theheart of everything we do

• to support people in takingresponsibility for their own health andwell being

• to show understanding, dignity andrespect for all our clients, partners andstaff

• to encourage open, clear and honestcommunication

• to value diversity and challengediscrimination

• to encourage innovation andcontinuous improvement andcelebrate the contribution made byour staff

• to be accountable for the decisions wemake, the work we do, the resourceswe use and the impact on theenvironment

Our vision and values were developed byour staff and key stakeholders.

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Section 4

`NHS Kirklees’ Goals

GoalsTo achieve our vision, we are driven byclearly defined goals.

Our goals are:

• To place the person at the centreof everything we do So they feel they feel more able tolook after themselves, stay as healthyas feasible, and feel in control ofmanaging their problems and canmake healthy life choices.

By: supporting people in looking afterthemselves and taking responsibilityfor their own health;

providing people with personalchoice in accessing help and interventions as ‘close to home’ asfeasible;

commissioning services which arebased on, and responsive to, theperson’s needs and preferences, sofocus on outcomes;

involving local people in creatingand delivering solutions.

• To improve health and reducehealth inequalities

By: achieving the best possible healthoutcomes within available resources, by commissioningservices that encompass prevention,detection, treatment and theconsequences of ill health;

achieving equality of outcomesthrough targeting resources tofollow needs and so reducing gapsin services and support.

• Improve quality and promotesafety

By: commissioning services that aredelivered safely and to the higheststandards and are evidence basedaround clinical and costeffectiveness;

encouraging new and innovativeways of delivering services that aresensitive to the diverse needs of ourcommunity, demonstrateimprovements in quality and aredelivered in an environment thatstaff and local people can be proudof;

developing a learning environmentthat promotes continuousprofessional development,motivates people to achieve theirfull potential and aids recruitmentand retention of high calibre staff.

• To promote choice and accessibility

By: providing people with a choice ofservices and interventions, andensuring that services areaccessible, with the principle of‘closer to home’ being applied asfar as possible.

• To work well in partnership withcommunities, individual users andtheir families, staff, andorganisations

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By: achieving real involvement of localpeople, especially users, staff andour local community in identifyingtheir needs, agreeing priorities forcommissioning, creating solutionsand taking action.

• To promote local sensitivitythrough effective commissioning

By: setting outcome based objectivesthat reflect local needs andpriorities.

doing things at the right level – egregional, PCT, locality – dependingon the issue or outcome desired.

• To promote strong clinicalleadership to drive service re-design and innovation

By: having the skills and capacity toenable effective clinical leadershipand engagement in all relevantaspects of the commissioningprocess.

• To be a visibly credibleorganisation, operating to thehighest standards

By: achieving the highest standards ofprobity and accountability, managerisk and maintain effectivegovernance arrangements thatmake sure that the organisation isrun efficiently within availableresources and in a way that inspirespublic confidence.

Section 5

Key Issues

The key issues we have identified are:

• improving the health and wellbeing of individuals

• improving the health and wellbeing of populations

Improving the health and well being ofindividualsThe personalisation of services to meetindividual needs and promoteindependence and dignity will help localpeople 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 ofpopulationsTo tackle inequalities the focus must be onthose most at risk, for example, childrenfrom poorer families, isolated older peopleand others who are socially andeconomically excluded. This means:

• improving the living and workingopportunities that are available toeach of us;

• understanding current and futureneeds

• identifying groups or areas that aregetting a raw deal and giving them avoice to influence improvements and;

• bringing together agencies at a locallevel to share knowledge and acttogether where necessary to improveconditions for those with most to gain

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Section 6

Purpose of this document

This is a communications and engagementstrategy for NHS Kirklees (thecommissioning arm of Kirklees Primary CareTrust).

It has been developed using a range ofinformation, intelligence and feedback fromstakeholders. 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 theBoard)

• communications and engagementworkshops – internal and external

• feedback from Your Guides, AnnualReports, AGM and public Boardmeetings

• Patient Advice and Liaison Service(PALS) and complaints feedback

• engagement and consultationfeedback

Effective communication is about gettingthe right messages to the right audiencesthrough the most appropriate channels atthe most appropriate times. It is also a twoway process. As well as informing andsharing, we need to listen and respond.

As the lead commissioner of NHS servicesand custodian of the local NHS in Kirkleeswe need to have a clear vision for makingsure the reputation of the NHS brand isprotected. We need to make sure all NHSproviders are also committed to sharing thisstrategy, its vision and objectives.

Communications needs to be patientfocused and centred, so patients and the

public have the information they need tomake informed choices about their care andare able to influence the development ofservices.

We will also seek out ways we can workwith our partners, such as Kirklees Council,on new social marketing techniques toproactively seek to change people’sbehaviours on public health issues andhealth choices.

NHS Kirklees is committed to activelyinvolving and working in partnership withthe public and patients, to design, review,monitor and deliver quality services thatmeet their needs.

NHS Kirklees has a number of key servicechange priorities which have had, and willcontinue to have patient, carer and publicinvolvement and engagement as well asbeing subject to formal consultationprocesses.

1Patient and Public Involvement (PPI) can bedefined as the active participation ofpatients, including children, carers,community representatives and the widerpublic in the development of health servicesand as partners in their own health care. PPIgives local people a say in how services areplanned, commissioned, delivered andreviewed. It is important to recognise whoto involve through our PPI activity.Individuals and groups play different rolesand there needs to be involvementopportunities for both.

In broad terms, we need to consider three‘sets’ of people:

• those who have direct experience ofservices (patients, carers)

• members of the wider public • those who represent communities

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

(community being defined by thecommon factor that brought peopletogether 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 arereferring to the above.

Section 7

National Context

There are a number of key health and socialcare policy drivers that aim to increase andimprove patient and public involvement.

In 2000, the NHS Plan laid the foundationsfor the Government’s vision for a patient ledNHS, where ‘patients are the mostimportant people in the health service’. Forthe first time the concept that patients andthe wider public could influence how healthservices were planned, developed, deliveredand reviewed was introduced.

Section 11 of the Health & Social Care Act(2001) (now section 242 of theConsolidated NHS Act 2006) placed a legalduty on all NHS organisations to involve andconsult patients and the public on:

• the planning and provision of serviceprovision

• the development of proposals forservice change

• in decisions about how servicesoperate

Strengthening Accountability: InvolvingPatients and the Public (2003) formalisedthe structures set out in the NHS Plan andestablished the following structures:

• Commission for Patient and PublicInvolvement in Health (CPPIH)

• Local Involvement Networks (LINkS)(formerly Patient and PublicInvolvement Forums)

• Overview and Scrutiny Committees(OSC)

• Patient Advice and Liaison Service(PALS)

• Independent Complaints AdvocacyService (ICAS)

Since 2003, the following documents havebeen published by the Department ofHealth which reinforce the government’svision for a patient led NHS:

• Patient and Public Involvement inHealth: The Evidence for Policy (2004)

• Every Child Matters: Change forChildren (2004)

• The NHS Improvement Plan: PuttingPeople at the Heart of Public Service(2004)

• National Standards, Local Action(2004)

• Better information, better choices,better health (2004)

• Choosing Health (2005)• Ensuring a Patient Led NHS (2005)• Commissioning a Patient Led NHS

(2006)• Our Health, Our Care, Our Say (2006) • PCT Fit for Purpose Programme (2006)• Practice Based Commissioning:

achieving universal coverage (2006)• Commissioning Framework for Health:

Commissioning for health and well-being (2007)

• Darzi Review (Our NHS, Our Future)• Healthy Ambitions (2008)

In addition to the above, the World ClassCommissioning Assurance process willassess NHS Kirklees on how it proactivelybuilds continuous and meaningful

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engagement with the public and patients toshape services and improve health.

This strategy should be read alongside thefollowing strategic documents:

• Ambitions for a healthy Kirklees our 5year strategic plan

• Joint Strategic Needs Assessment• Organisational Development Plan• Finance Plan• Local Operating Plan

Section 8

Current Position

A SWOT and PEST analysis have beenundertaken as part of developing ourcorporate strategies and will be reflected inany communications activity. These can beseen in Appendices B and C.

The Ambitions for a healthy Kirklees setsout the local plans for improving the healthand wellbeing for our population for thenext 5 years. So that people have support tostay healthy and can get their care as closeto home as possible. Our ambition is for alocal 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 NHSare complex and numerous. Of the 23wards within Kirklees, eight fall within the25% most deprived in England and Wales.

For example, the infant mortality rate inKirklees (the number of babies born whodie within the first year of life) is higherthan the national average in all but twolocalities within Kirklees (Denby Dale andthe Valleys). Infant mortality is an importantunderlying indicator of the health of thepopulation, in particular mothers. We areurgently working on the factors that giverise to this problem.

In addition an above-national averageproportion of Kirklees residents describetheir health as ‘not good’. Tooth decayamong five-year-olds in Kirklees issignificantly higher than the national andregional average. The proportions ofresidents being treated for severe mentalhealth problems, for substance misuse, orregistered as having diabetes, are all aboveaverage.

Life expectancy in Kirklees is significantlylower than the national average, particularlyin some wards within the town centre areaof Huddersfield and wards within NorthKirklees. Death rates from smoking, cancer,heart disease and stroke are all significantlyhigher than average. The increasing levelsof obesity within the population are alsoworrying. Alcohol consumption withinKirklees is a cause for concern and iscontributing to the poor health of thepopulation.

The commissioner and provider landscape inKirklees is diverse. Our population receiveshospital services largely from two mainproviders – the Calderdale and HuddersfieldNHS Foundation Trust (CHFT) and the MidYorkshire Hospitals NHS Trust (MYHT).Hospital services are also commissionedfrom a wide range of other trusts, includingBradford, Leeds, Sheffield and Barnsley.

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Community services are provided byindependent contractors, our provider armand voluntary and community sectororganisations. There are a range of practicebased commissioning consortia, a successfullocal authority and a range of specialistcommissioning arrangements with otherprimary care trusts as well as South WestYorkshire Mental Health Trust (SWYMHT).

The main challenge for NHS Kirklees is tomake sure it delivers the right services, atthe right time, in the right way and in a waythat local people want.

For communications and engagement ourresearch, insight and experience highlightways in which we can improve ourcommunications and engagement if we areto be a world class leader. Our key learningsinclude:

• Media analysis consistently shows thatNHS Kirklees in the main attractspositive publicity. Although specificlocal issues have attracted negativecoverage, such as a campaign to fundhelmets for babies with enlargedheads and criticisms of local GPs overprescribing morphine. However, issuessuch as changes to maternity servicesat Calderdale and Huddersfield FThave received more positive coveragethan might have been expectedbecause of intensive localcommunications activities. Whenpublic health type messages areconveyed coverage tends to bepositive.

• Findings from an internalcommunications audit showed thatstaff value their regular staffnewsletter TalkAbout. Other findingswere that staff regularly use theintranet but it quickly gets out of date,

too much irrelevant information wassent out by email, notice boards wereout of date and untidy. The weekly e-bulletin Weekly Talk was valued bystaff but some would appreciate adepartment based one.

• Results from the 2007 staff surveyshowed that the PCT scored well forstaff feeling that their team workedwell but were in the lowest 20 percentwhen it came to staff feeling that theyhave clear goals in their job, are givenclear feedback and get the chance toparticipate in decision making.

• Feedback received from a publicquestionnaire undertaken to supportthe development of this strategyshowed that 81.7 % of those whoresponded (71) felt they knew whatNHS Kirklees was responsible for. Thesurvey also gathered views on whetherrespondents thought NHS Kirkleeshelped to manage and improve thehealth and well being of the localcommunity (73.6 % said yes and 20.8% said no); whether NHS Kirklees hadhelped to influence peoples’ viewsand expectations of the NHS (50.9%said yes and 49.1% said no); and ifNHS Kirklees listened to the views oflocal people (50% said yes and 50%said no). A copy of the survey and fulldetails of the results can be found inAppendices D and E.

• Public polling research done by InsightResearch for NHS Yorkshire andHumber in August 2008 shows thatrespondents were generally positiveabout local services – particularly GPsand hospital doctors. On overallsatisfaction questions, NHS Kirklees issomewhat below average, with A&Ehaving the lowest scores. Non-users of

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the health service were markedly lesssatisfied than users and satisfactionamongst users of services has gonedown since last year.

• Feedback from voluntary andcommunity groups shows that theywould favour a regular newsletter ormailshot directly into people’s homes.

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

• Corporate reports lack a distinctbrand, aside from the NHS logo,therefore reflecting the need for abranding/marketing strategy for NHSKirklees to promote our visual identity.

• Feedback on the website and ourexperiences highlight the necessity fora major overhaul and good quality up-to-date information.

• The PALS service is a popular servicewhere patients can make a complaint,compliment or seek advice with 650people contacting the PALS serviceeach month.

• Good relations exist between NHSKirklees and Kirklees Council, withopportunities for joint publicity andjoint campaigning.

• A mapping exercise is beingundertaken to identify publicinvolvement and strengthen ourengagement activity by developing atoolkit and recording activity in acentral database.

Section 9

Communications Aims andObjectives

For NHS Kirklees to achieve its strategicobjectives and vision as well as positionitself as the local leader of the NHS, thisstrategy sets out the followingcommunications and engagement aims andobjectives:

Internally• to facilitate effective two-way internal

communications (consistent, timelyand relevant information) within NHSKirklees to make sure that all staff aregiven every opportunity to be fullyinformed and involved in the workand strategic direction of the PCT

• to encourage and develop co-operation, the exchange of ideas,views and information throughoutNHS Kirklees

• to develop a culture where managersand staff feel motivated andempowered to make a contribution,and where communication is seen as ajoint responsibility

• communicate and celebrate oursuccesses and learn from our failures

• enabling and supporting staff to beambassadors for NHS Kirklees and theNHS generally

• make sure the communications teamhas the appropriate communicationsand marketing skills and expertise

Externally• to improve the reputation and raise

the profile of NHS Kirklees, its servicesand the local NHS and marketourselves as the leader of the NHS inKirklees

• to further develop our media relationsand continue to adopt a proactive

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approach to the media to help shapepublic awareness and manageexpectations of the local NHS

• to inform patients and stakeholders ofplans, service developments, andpublic health messages

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

• to communicate and celebrate ourachievements and successes, buildingour credibility and trust

• to develop clear and consistent publicinformation

• to develop effective communicationwith hard-to-reach groups

• to develop effective relationships withkey stakeholders

• to involve and consult with patientsand the public and involve them indecisions, always looking for newopportunities

In addition, NHS Kirklees will use a socialmarketing approach within public health toeffect behaviour change based on insight.Our vision for social marketing is: “Puttingpeople at the heart of policy,communications and delivery to encouragebehaviour change”.

Our overall aim is to use social marketing toimprove health and tackle healthinequalities in Kirklees.

We will take the following approach tosocial marketing:

• Clear focus on behaviour, with specificbehaviour goals

• Uses consumer and/or market research• Is theory-based and informed • Is insight driven• Uses exchange concept• Uses competition concept

• Uses a segmentation approach (notjust targeting)

• Integrates a mix of methods(‘intervention mix’ or ‘marketing mix’)

The target groups are those priority groupsidentified in the JSNA, LAA, locality andprogramme plans.

Section 10

Engagement Aims andObjectives

NHS Kirklees aims is to make sure that thepublic and service users are actively involvedin the design, review and monitoring ofservices. Through involvement, we alsostrive to enable people to take control oftheir own health and well-being. We willachieve this by meeting the followingobjectives:

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

• implementing a two way process ofcommunication between NHSKirklees, the public and service users

• recognising the diversity of the publicand service users

• raising awareness and promotingactive involvement of staff in theprinciples of Patient and PublicInvolvement

• developing strategies with partners inthe local health economy to ensure aseamless service

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

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• developing ways of identifying whoour seldom heard groups are andwhat the best methods are to reachthem

• developing methods and systems tomake sure our information reaches theright audiences

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

Section 11

NHS Kirklees Principles forCommunication andEngagement

Our principles for communications are:

• clear, open, honest, effective andaccountable

• corporate – clear, accurate andconsistent messages, linked to thevision and values and visual branding

• work in a way that encourages andsupports good two-waycommunication

• planned, timely, targeted andaccessible – reaching the rightaudience at the right time,particularly seldom heard groups

• cost effective, high qualityinformation – maximising ourresources

• communications is everyone’sresponsibility and skills will be sharedand developed

• work in partnership with otheragencies, key stakeholders and thepublic

• listen – relate effectively with staff,patients and stakeholders

Our principles for engagement are:

• when consulting on changes toservices there must be openness andhonesty regarding any local and ornational drivers for change

• there must be honesty about thescope of the public and patientinvolvement, since some decisionscannot be made by the public

• there must be transparency andopenness in the procedures forinvolving patients and the public

• NHS Kirklees must be accountableand responsive to the feedback theyreceive from local stakeholders. Inturn the public has a responsibility touse services appropriately.

• be clear on the purpose and natureof the engagement and how theoutcome will be communicated backto those involved and affected

• use a variety of methods andprocesses taking account of howpeople prefer to be involved andenabling all sectors of the communityhave an opportunity to have their say

To help embed these principles across theorganisation we are developing acommunications style guide and a patientinvolvement toolkit.

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Section 12

Our Key Stakeholders

The primary audience of thecommunications team includes Kirkleesresidents and patients, NHS Kirklees staffand key stakeholders. The secondaryaudience is made up of community leaders,opinion formers, businesses, public agenciesand politicians who impact on the work ofthe district.

Good communication with audiencesoutside of NHS Kirklees is essential to makesure they are informed of PCT activities anddecisions, and to explain how and whydecisions have been reached. It helps tobuild public confidence in the local NHS andgive people the information they need tomake informed choices about their care andsupport them to take responsibility for theirown health. It also gives people theopportunity to feedback about our servicesor the decisions we make.

We are working closely with KirkleesCouncil on ways of joining up ourcommunications as much as possible toavoid duplication. We now have a jointreadership panel which meets regularly todiscuss issues as well as making sure ourcommunications are easy to understand anduser friendly.

Effective internal communications meanswe will:

• run the business of NHS Kirklees moreeffectively

• have a workforce that is confident andskilled at listening and communicating

• have and retain a workforce whichconsiders itself valued

• be able to communicate moreeffectively with our external audiences– because our own staff are our bestambassadors

Staff and public involvement are key tohelping develop the profile and reputationof NHS Kirklees and will help delivercommitment as well as “champions” forthe local NHS.

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

The following highlights the keystakeholders and the methods ofcommunicating with them.

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Internally:

• All staff• Community services staff• Staff in different locations• HQ staff • Directors• Trade Union reps• Other independent contractors:

community pharmacists, dentists andopticians, and their staff

• Board members, including Non-Executive Directors (NEDs)

• Professional Executive Committee(PEC) members

• The Senior Management Team (SMT)• Board sub committee members

Written• Weekly e-bulletin (Weekly Talk)• Staff newsletter (TalkAbout)• Email • Intranet • Notice boards • 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

Internal Stakeholders Methods

NHS / partners• Department of Health• Yorkshire and Humber Strategic

Health Authority• Independent and salaried

contractors: GPs, dentists,pharmacists, optometrists and theirstaff

Written• A variety of NHS Kirklees publications

(including annual report, guide toservices)

• Leaflets, posters and other materialsproduced by NHS Kirklees

• Website – www.kirklees-pct.nhs.uk

External Stakeholders Methods

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• NHS provider trusts with whom thePCT 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, youngpeople, people for whom English isnot their first language etc

• Resident population• Pressure / interest groups• Voluntary and community

organisations• Local Involvement Network (LINk)• Parents• School leavers and university

graduates (prospective employees)• BME communities• School – pupils, teachers and

governors• Media• Care homes• Local businesses• Drug companies• Huddersfield University and local

colleges

• 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

External Stakeholders Methods

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We recognise that one size does not fit alland we have to adapt our communicationsand engagement methods to suit ourparticular audience. Good communication isachieved through using a variety of toolsand techniques.

We are working on developing a range ofdatabases to make sure we target the rightpeople with the right information and avoidduplication when undertaking engagementwork.

Section 13

Our Key Messages

We will work to a set of key messages,which we will use in our public and internalinformation to make sure we are consistent.These are linked to NHS Kirklees’ vision andvalues 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 andwell being

• We want patients to be involved inshaping their own health services andusing them responsibly

• We respect the different make-up ofour local community and will workwith them to support their needs.

• We will make sure that services areavailable as close as possible topeople’s homes

• We will not tolerate violence andaggression towards our staff.

• We will value diversity and challengediscrimination

Finance/Resources• We will use our resources effectively to

provide the best health service to localpeople that we can afford

• We will allocate our finances fairly andobjectively

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

Public Health• We will work in partnership with local

people and all relevant organisationsto improve health and well being

• We will work in partnership withothers to reduce local healthinequalities

• We will make sure that the most up-to-date information and methods areused to prevent ill health

Performance• We will strive to continuously improve

our performance and provide the bestpossible care as well as accessiblehealth services, alongside our partners

• We will make sure local primary careand community health services aredelivered safely and to the higheststandards

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

• We are the leader of the NHS inKirklees – we are your local NHS

• We will keep people informed aboutthe service they can expect and do ourbest to meet local needs

Getting the best from our people • We will treat each other with

understanding, dignity and respect• We will value diversity and challenge

discrimination• We will work as a team and carry out

our jobs to a high standard

• We value our staff and want todevelop a learning environment whichpromotes continuous personal andprofessional development

• We will encourage new and innovativeways of delivering services andcelebrate success

• We want all our staff to be confident,well trained and skilled at listeningand communicating

• We will tackle poor performance andinappropriate behaviour.

There will be additional key messages forspecific programmes, e.g. urgent care and18 weeks.

Section 14

Implementation

The action plan for delivery over the next 12months is set out in Appendix A, which issplit into internal communications, externalcommunications and public and patientinvolvement.

The following priority areas have beenidentified for communications, engagementand social marketing in 2008/9:

• review of communications staffingstructure to identify any skill gaps

• overhaul of the NHS Kirklees websiteand associated Intranet

• re-development of a new TeamBriefing system, including training

• forward media, marketing and eventplanning with Kirklees Council

• new public newsletter to be mailed toevery household

• developing and marketing the NHSKirklees brand

• audit of publicrelations/communications

• increased proactive media activity• develop guidance and procedure on

producing patient and publicinformation

• 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 withpublic health programme leads

• evaluation of existing skills andcapacity for social marketing

• gain the Investors in Peopleaccreditation and the support of staffas communications ambassadors

• update of media training for thesenior management team and anyother key personnel.

• develop systems to evaluate thesuccess of PPI activities

• ensure that seldom heard groups anddiversity issues are reflected inengagement activities

• map PPI activity across NHS Kirklees• develop database to capture PPI

activity• develop database of ‘interested

members of the public’ who wish tobe involved in PPI

• map voluntary organisations withinKirklees to enable effective andtargeted engagement andinvolvement

• develop methods for capturing patientexperience that systematically enablesevaluation of performance

• continuing to develop and promotePALS

20

Section 15

Crisis Communication andEmergency Planning

The media handling policy outlines ourapproach to handling the media on a day-today basis and in a crisis. A Memorandumof Understanding is being developedbetween all local NHS organisations tomake sure that sufficient communicationssupport is available to support organisationsduring a crisis, particularly one that lastsseveral days.

We also have media protocols with KirkleesCouncil covering joint statements andpartnership working across health andsocial care, as well as the West YorkshireEmergency Media Protocol.

NHS Kirklees has an emergency plan whichincludes communications roles andresponsibilities.

Work is also underway to ensure that NHSKirklees has a robust communications planin place in the event of a flu pandemic.

Section 16

Evaluation

It is important to demonstrate that NHSKirklees listens to comments andsuggestions from staff, patients and thepublic and reviews methods ofcommunications to see if they are effective.Equally, it is important that the changes wemake because of patient/public and staffinvolvement is communicated and reportedback in the most appropriate way.

The effectiveness of this strategy will bemonitored 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 LunchTalk with the Chief Executive andChairman

• feedback from induction and otheremployee training

And externally through:• regular audits, assessed against the

principles and objectives outlined inthis document

• patient, public and stakeholdersurveys

• feedback from the annual patientprospectus – Your Guide

• public polling• monitoring of media coverage• website use• patient feedback at events• regular review of the key principles,

objectives and key messages outlinedin this strategy

• measuring the success of our goalsand outputs

• complaints• PALs enquiries• Local Involvement Networks (LINks)• Patient Opinion • Kirklees Overview and Scrutiny

Committee

A Communications and PR Committee (sub-committee of NHS Kirklees Board), withrepresentatives from each directorate and anon-executive, has been set up to developthis strategy and this group will oversee itsimplementation.

21


Section 17

Resources

NHS Kirklees has a dedicatedcommunications team and a dedicatedpublic and patient involvement team. Inaddition to this, NHS Kirklees jointly fundsthe Working in Partnership Team, that ishosted by Kirklees Council.

Both teams sit within the corporate servicesdirectorate. Appendix D shows our existingstructure.

The communications overall budget thatincludes both pay and non pay for 2008/9 is£221,000 The patient and publicinvolvement overall budget is £185,000.

22

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36

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To m

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by t

he L

ocal

Aut

horit

y LI

Nk

Lead

Oct

08

Apr

09

Ong

oing

Hea

d of

Com

mun

icat

ion

s an

d H

ead

of P

PI

Hea

d of

PPI

PPI C

o-or

ds/

PPI C

o-or

d

A/D

Com

mun

icat

ion

s an

dPu

blic

Rela

tions

Com

mun

icat

ions

and

Enga

gem

ent

Stra

tegy

prod

uced

and

app

rove

dby

the

Boa

rd.

PPI a

ctiv

ity b

eing

an

inte

gral

par

t of

the

com

mis

sion

ing

proc

ess.

Ong

oing

Dire

ctor

/Ass

ista

ntD

irect

or a

tten

danc

e at

the

LIN

k M

anag

emen

tBo

ard

mee

tings

38

Impr

ovin

g pu

blic

and

pat

ient

invo

lvem

ent

cont

inue

d

Dev

elop

ing

and

mai

ntai

ning

link

s w

ithU

nive

rsity

of

Hud

ders

field

Ob

ject

ive

Hel

p to

pub

licis

e th

e LI

Nk

Ther

e is

a g

ood

wor

king

rel

atio

nshi

pw

ith t

he L

INk

and

the

Hos

tO

rgan

isat

ion

Mai

ntai

n ef

fect

ive

rela

tions

hip

with

the

Uni

vers

ity o

f H

udde

rsfie

ld a

ndco

nsid

er a

reas

of

co-o

pera

tion,

for

exam

ple

pres

enta

tions

to

stud

ents

on a

spec

ts o

f pa

tient

and

pub

licin

volv

emen

t.

Key

ou

tpu

ts

Ong

oing

Ong

oing

Tim

esca

le

Hea

d of

PPI

Hea

d of

PPI

Lead

Tran

sitio

nal g

roup

repr

esen

tativ

epa

rtic

ipat

ed in

the

focu

s gr

oup

held

to

supp

ort

the

deve

lopm

ent

of t

hest

rate

gy. T

he g

roup

'sre

pres

enta

tives

bei

ngin

clud

ed in

the

wid

erW

orld

Cla

ssC

omm

issi

onin

g is

sues

e.g.

sel

ectio

n of

outc

omes

.

Dis

trib

utio

n of

LIN

kpr

omot

iona

l mat

eria

l to

inte

rest

ed p

artie

s.

Supp

ortin

g th

e LI

Nk

topr

omot

e its

exi

sten

cean

d w

ork

and

enco

urag

ing

publ

icac

cess

.

Regu

lar

com

mun

icat

ion

in p

lace

with

the

Uni

vers

ity’s

Lead

on

PPI,

taki

ng in

to a

ccou

nt t

hew

ork

and

obje

ctiv

es o

fea

ch o

rgan

isat

ion.

Ou

tco

me

39


Lead

ing

on

all

form

alco

nsu

ltat

ion

pro

cess

esto

en

sure

th

e PC

T’s

com

plia

nce

wit

h d

uti

esu

nd

er S

ecti

on

11

of

the

Hea

lth

an

d S

oci

al C

are

Act

(20

01)/

sec

tio

n 2

42o

f th

e C

on

solid

ated

NH

S A

ct

NH

S C

onst

itutio

nC

onsu

ltatio

n -

cons

ulta

tion

with

sta

ff,

patie

nts

and

user

s of

the

NH

S to

be

carr

ied

out

and

resp

onse

s su

bmitt

ed b

y19

th O

ctob

er 2

008

All

form

al c

onsu

ltatio

n pr

oces

ses

tobe

car

ried

out

in a

tim

ely

man

ner

and

mee

ting

all s

et r

equi

rem

ents

.

Ord

er r

elev

ant

prom

otio

nal m

ater

ial

Dis

trib

ute

to a

ll in

depe

nden

tco

ntra

ctor

s, c

omm

unity

cen

tres

,he

alth

cen

tres

, pas

t pa

rtic

ipan

ts o

fEP

P, t

hose

peo

ple

on t

he in

tere

sted

mem

bers

of

the

publ

ic d

atab

ase,

read

ers'

pan

el, v

ol o

rgs

etc

Take

info

rmat

ion

alon

g to

any

PPI

/PA

LS e

vent

s th

at w

e ar

e at

tend

ing

Col

late

res

pons

es. R

espo

nses

can

go

dire

ct t

o D

H b

ut if

we

do r

ecei

ve a

nyth

en s

ugge

st t

hat

we

pull

them

toge

ther

and

sub

mit

in a

rep

ort

ason

e re

spon

se.

Writ

e an

d su

bmit

repo

rt t

o D

H o

nre

spon

ses

rece

ived

.

Aug

-08

Aug

-08/

Sept

-08 A

ug-0

8/Se

pt-

08 Ong

oing

Oct

08

PPI C

o-or

d

PPI C

o-or

d

PPI C

o-or

d

PPI C

o-or

d

Hea

d of

PPI

Effe

ctiv

e co

nduc

t of

all

form

al c

onsu

ltatio

ns

Effe

ctiv

e st

aff

and

publ

ic e

ngag

emen

tdu

ring

the

cons

ulta

tion

and

timel

y re

port

on

resp

onse

s re

ceiv

ed.

40

Impr

ovin

g pu

blic

and

pat

ient

invo

lvem

ent

cont

inue

d

Urg

ent

Car

e C

onsu

ltatio

n

Mid

Yor

kshi

re S

ervi

ceSt

rate

gy C

onsu

ltatio

n

Mak

e su

re t

he P

CT

cond

ucts

the

nat

iona

lN

HS

Patie

nt S

urve

y an

dpr

oduc

es a

n ac

tion

plan

base

d on

the

ran

ge o

fpa

tient

exp

erie

nce

info

rmat

ion

gath

ered

on

an a

nnua

l bas

is

Ob

ject

ive

Wor

k w

ith W

est

York

shire

Com

mun

icat

ions

and

PPI

Tea

ms

and

PCT

Urg

ent

Car

e Te

am t

o de

velo

pan

d un

dert

ake

Sect

ion

11co

nsul

tatio

n pr

oces

s fo

r U

rgen

t C

are

serv

ices

in K

irkle

es

Wor

k w

ith C

omm

unic

atio

ns a

ndre

leva

nt t

eam

s w

ithin

Kirk

lees

PC

T,W

akef

ield

PC

T an

d M

id Y

orks

hire

NH

S Tr

ust

to d

evel

op a

nd u

nder

take

Sect

ion

11 c

onsu

ltatio

n pr

oces

s fo

rM

YSS

con

sulta

tion

Com

mis

sion

ann

ual s

urve

y

Prod

uce

an a

ctio

n pl

an li

aisi

ng w

ithap

prop

riate

Dire

ctor

ates

.

Key

ou

tpu

ts

Clin

ical

tea

ms

to d

evel

oppr

opos

als

durin

g 08

/09

inco

rpor

atin

gpu

blic

vie

ws.

Dev

elop

men

tof

opt

ions

and

cons

ulta

tion

tofo

llow

.

Ann

ually

Tim

esca

le

Hea

d of

PPI

Hea

d of

PPI

Hea

d of

PPI

Lead

Surv

ey c

omm

issi

oned

and

info

rmat

ion

pass

ed t

o ap

prop

riate

Dire

ctor

ates

to

actio

n.

Ou

tco

me

41


Pati

ent

Ad

vice

an

dLi

aiso

n S

ervi

ce

To r

aise

the

pro

file

and

prom

ote

the

use

of t

hePa

tient

Adv

ice

and

Liai

son

Serv

ice

(PA

LS) b

y pu

blic

and

staf

f

Leaf

let

and

post

er d

istr

ibut

ed t

o al

lin

depe

nden

t co

ntra

ctor

s, v

olun

tary

orga

nisa

tions

, Gat

eway

to

Car

e,lib

rarie

s, ‘i

nter

este

d pe

ople

’da

taba

se o

n an

ann

ual b

asis

Art

icle

s in

Sta

ff n

ewsl

ette

r / Y

our

Gui

de /

Com

mun

ity n

ewsl

ette

rs e

tcde

taili

ng w

hat

PALS

doe

s, n

umbe

r of

calls

rec

eive

d an

d ty

pe a

nd w

hat

serv

ice

impr

ovem

ents

hav

e ta

ken

plac

e as

a r

esul

t

Ensu

re t

he P

ALS

sec

tion

with

in t

hePC

T in

tern

et a

nd in

tran

et a

re k

ept

up t

o da

te.

Con

tinue

to

hold

a s

tand

at

Trus

tH

eadq

uart

ers

with

PA

LS/P

PI a

nd E

xper

tPa

tient

Pro

gram

me

(EPP

) inf

orm

atio

n.

Prov

ide

info

rmat

ion

to t

he E

PP f

orth

eir

stan

d at

indu

ctio

n da

ys h

eld

atBe

cksi

de C

ourt

.

Look

at

the

poss

ibili

ty o

f pr

oduc

ing

aD

VD

abo

ut P

ALS

Dev

elop

tex

ting

serv

ice

for

PALS

Apr

09

Qua

rter

ly

Ong

oing

Ong

oing

Dec

08

Sep

08

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

Incr

ease

d pu

blic

and

staf

f aw

aren

ess

of t

hese

rvic

e.

42

Impr

ovin

g pu

blic

and

pat

ient

invo

lvem

ent

cont

inue

d

To r

egul

arly

rev

iew

and

upda

te P

ALS

res

ourc

es

PALS

- d

evel

op li

nks

with

com

mun

ity g

roup

s an

dvo

lunt

ary

orga

nisa

tions

,in

crea

sing

aw

aren

ess

ofth

e se

rvic

e, g

athe

ring

info

rmat

ion

on in

divi

dual

grou

ps a

s w

ell a

sfe

edba

ck o

n se

rvic

es.

Ob

ject

ive

To g

athe

r an

d m

aint

ain

a lib

rary

to

assi

st P

ALS

Off

icer

s in

dea

ling

with

quer

ies.

Mai

ntai

n th

e ‘A

to

Z’ a

nd ‘F

requ

ently

aske

d qu

estio

ns’ d

ocum

ents

,re

gula

rly in

sert

ing

new

info

rmat

ion.

Writ

e to

vol

unta

ry o

rgan

isat

ions

offe

ring

to a

tten

d m

tgs

/ com

mun

ityev

ents

to

expl

ain

role

of

PALS

Dev

elop

PA

LS p

rese

ntat

ion

and

info

rmat

ion

pack

to

use

whe

nm

eetin

g w

ith g

roup

s

Dev

elop

a p

rogr

amm

e of

vol

unta

ryor

gani

satio

ns a

nd c

omm

unity

eve

nts

to a

tten

d fo

r th

e ne

xt 6

mon

ths.

Dev

elop

and

use

a d

ata

capt

ure

form

to u

se w

hen

mee

ting

with

gro

ups

tolo

g in

form

atio

n on

gro

up m

et w

ith,

whe

n m

eetin

g he

ld, k

ey c

onta

ctde

tails

, num

bers

att

ende

d, is

sues

rais

ed a

nd a

ctio

n ta

ken.

Key

ou

tpu

ts

Ong

oing

Tim

esca

le

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

Lead

Up

to d

ate

reso

urce

sto

sup

port

the

wor

k of

the

serv

ice.

Prog

ram

me

of e

vent

s to

be a

tten

ded

deve

lope

d.Fo

rm t

o ga

ther

det

ails

on g

roup

s m

etde

velo

ped.

Any

feed

back

mon

itore

d in

term

s of

act

ions

tak

en.

Ou

tco

me

43


PALS

- M

onito

r an

dev

alua

te t

he s

ervi

ce t

oga

ther

use

r fe

edba

ck a

ndai

d se

rvic

e im

prov

emen

t

Feed

back

any

issu

es r

aise

d to

rele

vant

sta

ff w

ithin

PC

T

PALS

Que

stio

nnai

re t

o be

dis

trib

uted

to u

sers

of

serv

ice

on a

mon

thly

bas

is

Feed

back

rec

eive

d fr

omqu

estio

nnai

re t

o be

dis

trib

uted

to

PPI

Team

for

info

rmat

ion

Qua

rter

ly P

ALS

rep

orts

pro

duce

d an

dsh

ared

with

PPI

Tea

m a

ndC

omm

unic

atio

ns a

nd P

ublic

Rela

tions

Com

mitt

ee –

to

also

incl

ude

info

rmat

ion

on P

ALS

sur

vey

resu

lts, S

ervi

ce Im

prov

emen

ts,

com

mun

ity e

vent

s at

tend

ed e

tc

Dat

a pu

lled

toge

ther

on

PALS

to

incl

ude

in P

PI A

nnua

l Rep

ort

– Th

isdo

cum

ent

is a

lso

to in

clud

ein

form

atio

n on

PA

LS S

urve

y, S

ervi

ceIm

prov

emen

ts, c

omm

unity

eve

nts

atte

nded

etc

DA

TIX

- a

dditi

onal

mod

ules

to

bead

ded

to g

athe

r in

form

atio

n on

serv

ices

as

wel

l as

capt

urin

g pa

tient

feed

back

, for

exa

mpl

e, c

omm

unity

even

ts a

tten

ded,

com

men

tsca

ptur

ed t

hrou

gh H

ave

Your

Say

/PPI

,an

d de

ntal

que

ries

Ong

oing

1st

wee

k of

mon

th

1st

wee

k of

mon

th

July

08

Oct

08

Jan

09A

pr 0

9

Apr

-09

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

44

Impr

ovin

g pu

blic

and

pat

ient

invo

lvem

ent

cont

inue

d

PALS

– P

roto

col t

o be

deve

lope

d ou

tlini

ng k

eyst

anda

rds

and

ensu

ring

that

the

PC

T is

pro

vidi

ngan

acc

essi

ble

serv

ice

PALS

- M

onito

r se

rvic

eim

prov

emen

ts m

ade

as a

resu

lt of

PA

LS q

uerie

s

PALS

- M

onito

r de

ntal

regi

stra

tion

sche

me

and

cons

ider

any

pos

sibl

eim

prov

emen

ts t

o th

ese

rvic

e

PALS

- M

onito

r lin

ksbe

twee

n PA

LS a

ndC

ompl

aint

s ta

king

into

cons

ider

atio

n an

y ne

wan

d em

ergi

ng g

uida

nce

Ob

ject

ive

PALS

Pro

toco

l to

be u

pdat

ed t

ore

flect

new

ser

vice

and

incl

ude

key

stan

dard

s fo

r PA

LS T

eam

to

ensu

reac

cess

ible

ser

vice

Dev

elop

pro

cess

for

cap

turin

g se

rvic

eim

prov

emen

ts

Prov

ide

quar

terly

upd

ates

on

serv

ice

impr

ovem

ents

mad

e

Repo

rt s

ervi

ce im

prov

emen

ts in

PPI

annu

al r

epor

t

Wor

k w

ith P

ALS

and

Den

tal T

eam

to

asse

ss e

ffec

tiven

ess

of 0

800

dent

alre

gist

ratio

n lin

e

Dis

cuss

and

agr

ee w

ith P

ALS

and

Den

tal T

eam

any

impr

ovem

ents

requ

ired

to s

ervi

ce

Wor

k w

ith C

ompl

aint

s M

anag

er t

oas

sess

eff

ectiv

enes

s of

PA

LS in

deal

ing

with

pot

entia

l com

plai

nts

Dis

cuss

and

agr

ee a

ny a

ctio

ns t

hat

may

nee

d to

tak

e pl

ace

to im

prov

eth

e se

rvic

e pr

ovid

ed b

y th

e PA

LS T

eam

Key

ou

tpu

ts

Aug

/ Se

pt 0

8

July

08

Oct

08

Jan

09A

pr 0

9

Ong

oing

Ong

oing

Ong

oing

Ong

oing

Tim

esca

le

Hea

d of

PPI

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

PALS

Off

icer

s

Lead

Ou

tco

me

45


Qu

alit

y O

utc

om

esFr

amew

ork

Part

icip

ate

in Q

ualit

yO

utco

mes

Fra

mew

ork

(QO

F) in

itiat

ive,

supp

ortin

g lo

cal G

Ppr

actic

es d

urin

g th

ispr

oces

s an

d ca

rryi

ng it

out

ensu

ring

patie

ntin

volv

emen

t

Pati

ent

info

rmat

ion

Revi

ew le

afle

ts a

ndpu

blic

atio

ns d

evel

oped

by

the

orga

nisa

tion

thro

ugh

the

Read

ers’

Pan

el

Upd

ate

info

rmat

ion

inre

latio

n to

con

sent

and

acce

ss -

Sum

mar

y C

are

Reco

rds

Dev

elop

info

rmat

ion

pack

to

send

out

to G

P pr

actic

es

Col

late

info

rmat

ion

subm

itted

by

GP

prac

tices

and

dis

trib

ute

to r

elev

ant

patie

nt r

ep

Book

pra

ctic

es in

for

inte

rvie

ws

to b

ehe

ld d

urin

g Ja

n –

Feb

09

Agr

ee p

oint

s w

ith p

atie

ntre

pres

enta

tives

for

eac

h pr

actic

ere

view

ed

Adv

ise

QO

F Te

am o

f re

sults

4 m

eetin

gs a

yea

r to

be

orga

nise

dan

d su

ppor

ted.

Ensu

re s

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.

Appendix B

SWOT Analysis

46

STRENGTHS

• Our People• Leadership/Chief Executive• Our partnerships and the way we

develop relationships• Through joint working influence

commissioning decisions acrossorganisations to maximise benefits tothe 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

STRENGTHS WEAKNESSES

• Not fully capturing the enthusiasm ofall clinicians to improve services and tobe involved in the process to makecommissioning decisions

• Focus on externalities, and otherorganisations to the detriment of whatwe do as NHS Kirklees

• A perception that all directorates arenot fully integrated and informationsharing is simple within a directoratebut more complex across directorates

• Lack of expertise/capacity in key skillareas

• Time to reflect and develop andmaximise our potential

• Focus on achieving individual goals butnot understanding how these fit withPCT goals

OPPORTUNITIES

• Focus on health outcomes that areimportant to us and the people ofKirklees

• 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

THREATS

• Leadership development is notconsistent

• 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 whilststrengthening our commissioncompetencies

• Not maintaining or enhancing clinicalengagement

• Lack of resources – market demand

WEAKNESSES

OPPORTUNITIES THREATS

47


Our People

Leadership/ChiefExecutive

Our partnerships andthe way we developrelationships

Through jointworking influencecommissioningdecisions acrossorganisations tomaximise benefits tothe people of Kirklees

Our culture (open &reflective)

Understanding thehealth needs of thepopulation (JSNA)

Our systems, how thePCT works

Ever improving use ofinformation tosupportcommissioningdecisions

STRENGTHS

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

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

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

Build on strong foundation, develop and emphasise our role asleaders of the NHS and ‘why we are here’, for the people ofKirklees. Greater integration across primary, secondary and socialcare so that decisions that can mutually benefit our people, serviceusers and staff are realised. Increase instances of joint planning.

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.

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

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

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

Actions.....

48

Not fully capturingthe enthusiasm of allclinicians to improveservices and to beinvolved in theprocess to makecommissioningdecisions

Focus onexternalities, andother organisationsto the detriment ofwhat we do as NHSKirklees

A perception that alldirectorates are notfully integrated andinformation sharingis simple within adirectorate but morecomplex acrossdirectorates

Lack ofexpertise/capacity inkey skill areas

Time to reflect anddevelop andmaximise ourpotential

Focus on achievingindividual goals butnot understandinghow these fit withPCT goals

WEAKNESSES

Continuing improvement of HIT structure to fully integrate allclinicians. Make sure there is proper representation in redesigngroups. Develop the relationships with the PCT, PBC and the PEC.Enhance our project/programme management to ensure weconsider all stakeholders in development and commissioningintensions. Further develop and support PBC consortia. Ensure weare receptive and open to ideas and opinions from all. Use theinformation from the training needs analysis to support ourdevelopment.

Understand fully our responsibilities to health and well-being forthe people of Kirklees. Work with partners to maximise mutualbenefit of decision making. Develop our leadership skills. Ensurethat what NHS Kirklees does and is responsible for is cascadedthroughout the organisation. Ensure individual’s objectives aremapped back to corporate objectives through strong personaldevelopment plans.

Open discussion at SMT. Share what we do more fully. Havespecific sessions or events where relationships and understandingof directorates is shared. Encourage cross- directorate working andposts that span directorates.

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

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

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

Actions.....

49


Focus on healthoutcomes that areimportant to us andthe people ofKirklees

People want theNHS to be better

Attract new staff

Procurement –change and makeservices better

Realise the benefitsof working with thelocal authority

Development andintegration with PBC

Move to new HQ

Change ofgovernment and/orkey change in policy

OPPORTUNITIES

The WCC process and having a robust JSNA have validated andgiven us the platform to decide on the health outcomes whichrequire focus and how we best meet them. Communicate whatthese are to staff, stakeholders, public and commission services tomeet them.

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

Highlight the opportunities and skills that can be transferred frommany other sectors into working for NHS Kirklees. Clearprocurement policy and processes that are publicised andconsistently applied. We need to understand the risks and have access to appropriateexpertise.

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

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

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

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

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

Actions.....

50

Leadershipdevelopment isn’tconsistent

Lack of focus on‘well-being’

How theCommissioner/PCTProvider split willoccur

Economic climate

Change ofgovernment and orchange in key policy

Procurement processbeing toobureaucratic andtime consuming

Maintainingpartnerships andrelationships withstakeholders whilststrengthening ourcommissioncompetencies

THREATS

Continued Board development that focuses on the goals andculture of the PCT as well as the role of the Board member. Otherstaff development that has the same focus of goals and culture aswell as their specific development needs. Encourage successionplanning. Ensure development processes are integrated across thePCT. External review.

Single aspects of health or health in itself are the focus of the PCTwithout fully considering well-being and other social factors thatcontribute to this. People focus on their own work areas and noton how they contribute to the overall health and well-being ofservice users.

Understand the complexities of having an ‘arms length’ providerarm to a commissioning organisation and take the strategic stepsto ensure that this does not compromise either commissioning orprovision of services. That this is made in a timely way andcommunicated effectively.

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

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

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

Have clear training and organisational development plans forcompetency progression. Have a plan to say what level ofcompetency will aspire to, becoming world class. Ensure that ourpartners understand our role and how there is best fit with othercommissioning organisations and providers.

Actions.....

51


Appendix C

PEST Analysis

Commitment andwill to implementdifferentialinvestment

Change ofgovernment

New policies/targets

Organisationalchange, imposedfrom on high

POLITICAL

Financial position

Market development

Uncertainty ofeconomic climate,including funding forNHS

Challenging healtheconomy

ECONOMIC

Geographical spread

Public expectation ofNHS to be better

People’s attitudes tohealth and well-being

Lack ofunderstanding ofnew language

Individualisation ofsociety

SOCIAL

Are the systemsintegrated?

Unreliableinformation

Procurement: skillsand experience

Non-acceptance ofnew technology

TECHNOLOGICAL

Not maintaining orenhancing clinicalengagement

Lack of resourcesmarket demand

THREATS

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

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.

Actions.....

52

Ap

pen

dix

D

Cor

pora

te S

ervi

ces

Dire

ctor

ate

Stru

ctur

e

53


Appendix E

Public Questionnaire

55


57


Appendix F

Results of public survey

Tell us how well your localNHS communicates andinvolves you

Questionnaire was designed and distributedto gain feedback from voluntaryorganisations and the public to support thedevelopment of this strategy. In excess of770 questionnaires were distributed to localorganisations, groups and the public. 72completed questionnaires were received.

The following information outlines thecomments received:

1. Do you know that Kirklees PCT isresponsible for providing healthservices across Kirklees, overseeingthe work of GPs, dentists, opticiansand pharmacists, paying for hospitalservices on behalf of local people aswell as improving the health andwell being of local communities.

71 participants responded to this questionwith 58 (81.7%) stating they did knowwhat the PCT is responsible for and further13 (18.3%) stating they did not.

2. What does the local NHS mean toyou?

Overall, 65 comments were received. Whenreading the statistics below, it should benoted that several comments receivedapplied to more that one of the sectionsnoted below.

Of the 65 comments, 18 referred to accessto services and further 18 respondents gaveexamples of the various NHS services theyare aware of or those they have used.Additional 11 comments referred to servicesbeing local.

24 people made comments about serviceseither in what they meant to them or whatthey have experienced. Of these, 19comments were received ranging fromthose that could be referred to as ‘general’such as “Providing the best services to meetthe health needs of the local population” tostatements of what services mean toindividual respondents. Further 4comments were negative.

6 respondents commented on the fact thatNHS care is free of cost. Further 3respondents commented on the negativeaspects of current structures and samenumber gave negative examples e.g. accessto an NHS dentist, waiting times, makingappointments.

3a. How effective is the PCT atcommunicating with the voluntaryand community sector organisationsand the public?

65 comments were received in relation tothe PCT’s communication with local groupsand the public.

21 general positive comments were receivedwith further 7 respondents commentingpositively on the communication in place.17 negative comments were made in thisrespect – these included individuals havingto find information for themselves,limitations of the information or venueswhere it is available and short ‘not verygood’ comments.

In terms of public understanding of thePCT’s role and work, 12 respondentshighlighted a gap in this area.

6 suggestions on possible improvementwere noted, including more timelyinformation and liaison with local groups.

Communication with local groups wasraised 6 times with 4 comments beingpositive about the current work done andsteps that are being taken.

6 comments were open as respondentswere unsure.

2 comments were made about the PCTbeing perceived as remote and an additionalcomment was made on lack of delivery ofproposals.

3b. How could we improve how wecommunicate with the public so thatpeople know what the PCT does?

69 comments were received in respect ofthe above.

Information being available at the point ofexamination or treatment was noted by 16respondents with written information in GPpractices being the most common example.Outreach work, including stands at publicevents, libraries, visits to centres andschools, was noted by 13 respondents.

9 comments were received in respect of theuse of press to communicate with thepublic and further 6 comments on the useof media in general such as radio.

Contacting local groups and placing articlesin local publications was suggested by 6respondents with further 4 suggesting moremeetings within the community. In terms of

written information, 4 respondentssuggested mail drops to local residents,further 3 the publication of a regularnewsletter and 1 respondent notedguides/booklets.

6 positive comments were received in termsof the PCT’s communication with the localcommunity with 2 respondents givingexamples. Further 3 comments related torespondents not having a need to knowwhat the PCT’s role was as long as localservices were being provided.

6 respondents stated they did not know inwhich ways the process could be improved.8 comments were received, each referringto a different area. These were: being openand honest, having a PR specialist, tellingnot asking, using simple questionnaires,measuring effectiveness instead of howmuch is being done, reducingorganisational structure, increasing thenumber of places where information isavailable and for promotion to be done ona national basis.

4. Do you think the PCT helps tomanage and improve the health andwellbeing of the local community?

52 participants responded with 39 (73.6%)answering positively and further 11 (20.8%)answering negatively. Further threeresponses were received with two peoplestating they did not know and one notingthat the PCT was trying.

Respondents were asked to provide moredetail and give examples, 53 commentswere received.

The comments to this question varied withonly few themes emerging. 11 commentswere received in relation to the support and

58

59


services individuals have received or feltwere in place. 9 respondents were not ableto comment further. 6 respondentscommented on the benefits of the ExpertPatient Programme and PALS.

In terms of the assistance and resources inplace, the following comments werereceived:

• 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 inrelation to administrative/organisationalprocedures e.g. appointment system andstructure. Further four commented onthere being ‘a room for improvement’,decision processes in terms of changes, theorganisation being perceived to be remoteand wellbeing being ‘on back burner’.

Two respondents expressed their hope thathelping to manage and improve the healthand wellbeing of the local community wasindeed the PCT’s role. One respondentcommented on the positive influence of thePCT but acknowledged lack of detailedunderstanding of its work.

Three comments were received in relationto wanting staff and their terms ofconditions and treatment to be fair.

5a. How effective is the PCT atinvolving and engaging with thevoluntary and community sectororganisations and the public?

60 respondents commented on thisquestion and of these, 17 stated they didnot know or were unsure as to howeffective the PCT is at involving andengaging.

Of the negative comments received, 10were of general nature, for example ‘notvery’ or ‘could do better’. One commentwas made to each the structure of theorganisation, the term ‘PCT’ not being user-friendly, organisational changes and theorganisation not being approachable. Onecomment was made in respect of the publicbeing notified rather than expected to beinvolved and this questionnaire being thefirst one of this kind the respondents wasasked to complete. Further four commentsrelated to engagement with local groupsand organisations.

One respondent sought reassurance ofviews being fed back. Six comments weremade in respect of the public needing to beinformed of the role and work of the PCTand one respondent stated they knew[about the PCT] from own experience.

Of the positive comments received, 12 wereof general nature, for example, ‘very good’and ‘effective’. Further two commentswere made in relation to respondents beingable to find information at their local GP.One respondent commented on the valueof involvement and engagement as itinforms provision of services.

5b. What could the PCT do to improvethis?

49 comments were received in this sectionand of these, 11 respondents stated theywere unable to comment did not know.

11 comments were made in relation tooutreach work and this includedsuggestions such as publicised meetings,informal drop-ins, outreach by senior staff,workshops, and health fairs in North andSouth Kirklees.

Publicity and the use of media were alsonoted by respondents. The commentsreceived were as follows:

- Direct newsletter (1)- Direct mail shots (1)- Local press (1)- Publicity through firms and - organisations (1)- Directory (1)- Publicity (1)- Leaflets (1)

In terms of the methods to be adopted, thesuggestions included the following:

- Give example of currentengagement (1)

- Explain services (1)- Focus on problems (1)- Build trust (1)- Publicise services (1)- Higher profile (1)- Keep to specifics (1)- Focus on services, not

targets (1)

- Involve staff at ‘sharp end’ (1)- Local VCS org

representatives (1)- VCS (2)- Through contractors (2)

- Community organisations providing services (1)

- Canvass service users explaining value of involvement (1)

- Inform public how services are monitored (2)

- Provide support group contacts for public (1)

- Demonstrate improvement (1)- Publicise work (1)- Reduce change (1)

One respondent stated that the PCT wereconstantly trying, with this questionnairebeing an example.

6a. Do you think the PCT has helped toinfluence your views andexpectations of the local NHS?

In this section, 28 (50.9%) of respondentsindicated that they felt the PCT has had aninfluence and further 27 (49.1%) statingotherwise.

Respondents were invited to elaborate and47 comments were received. These were ofa very diverse nature and, therefore, theyare summarised in the tables below:

Positive- Yes, providing new service (1)- Yes, do excellent job (1)- GP appointment system (1)- Information from PALS,

EPP, PCT (3)- meetings (2)- media (1)- yes (2)- Aware of more services (1)- Using services (2)- Presentations to groups (1)- Good advice from

professionals (1)

60

61


- Involvement with PCTinitiatives (2)

Negative- Hospital referral (1)- Not impressive (1)- NHS speaker didn’t come (1)- Not really (1)- It reduces good will (1)- Hospital appointment (1)- Tick boxes and statistics

are important (1)- PCT is remote from patient

experiences (1)- Own doing (1)- Lack of follow up care (1)- Disillusioned by NHS (1)

Other- Now aware can contact

for help (1)- Not sure/don’t know (3)- Word of mouth (1)- Local education (1)- Use of NHS (1)- Same system, different logo (1)- Don’t need to know (1)- Personal experiences (4)- Possible, now aware PCT

exists (1)- Take responsibility for own

health (1)- Good that people are

involved (1)- You are only human, you

can only do what you can unless people help (1)

- COPD (1)- If services in place, not

much thought given to PCT (1)- Improved services (1)- Will look for PCT logo (1)

6b. Where do you get your local viewsof the local NHS from?

Vast majority of comments (25) noted thatsuch views are derived from own experiencewith further 7 comments noting theexperience of friends and/or family. Mediaaccounted for 12 responses. Patient groupswere noted by 9 respondents andGP/dentist by further 8. Publications werealso given as examples (leaflets, 6; PCTnewsletter, 2; annual review, 1; letters, 1;NHS newsletter, 1; and information, 1).

Contact with staff and NHS organisationswere also noted and the comments were –board meetings (1), contacts (1), being onstaff bank (1); staff (4); meetings (2); clinics(1); hospital (5) and health centre (2).

Own research, observation and internetwere each noted by one respondent. Oneperson stated that such views came fromvarious sources and further two noteddiscussions. One person stated they havenever heard of the PCT.

7. Would you agree that the PCTlistens to the views of local people?

Half of those who responded (27) agreedthat the PCT listens to the views of localpeople with the same proportion statingotherwise.

Respondents were asked to givesuggestions as to how this could beimproved. The responses to this sectionwere varied and are summarised below. Aswith previous sections, it should be notedthat individual respondents may have mademore than one comment.

- Yes (1) - Listens but no change to

strategic direction (1)- Lack of communication (1)- Be more open (1)- Ask for views (1)- Improve listening (1)- Maybe (1)- Seeks views but does not

act on them (1)- Sometimes (1)- Do not know/not sure (8)- More action and talking (2)- Do not know how to give

views (2)- Consultations are helpful

but done in set formats (1)- Reassure that information

is fed back to PCT duringconsultations (1)

- Consultations are carried out but changes take place anyway (1)

- Act on feedback (2)- Explain role (1)- Feed back to public (1)- Already listen and act on

complaints (1)- More information that is

easily accessed (1)- Demonstrate practical

response to problems (1)- Improve infrastructure (1)- Getting there (1)

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

- Involve active staff (1)- Increase assistance to local

support groups (1)- Increase contact with ethnic

communities (1)- Managers to be accountable

to public (1)

- Had to contact PCT for information (1)

- Be proactive in seeking NICE treatments (1)

- Letter received from hospital was unsatisfactory (1)

Personal details

Respondents were asked to providepersonal details. All commented on theirgender with 40.3% being men and 59.7%being female.

In terms of age, most responses (26;36.6%) were received from respondentsaged 66 – 75, followed by those in 56 – 65age group (18; 25.4), 36 – 55 (15; 21.1%)and those 75 and over (11; 15.5%). Onerespondent indicated their age group to be26 – 35.

In terms of ethnicity, the table below notesthe responses received:

WhiteBritish 59Irish 1Any other white background 1

Asian or British Asian IndianPakistani 3Any other Asian background 2

MixedAny other mixed background 1

Additional commentsDeclined to answer 1Indian 1

62

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

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

Kirklees Primary Care TrustSt Luke’s House

Blackmoorfoot RoadCrosland Moor

HuddersfieldHD4 5RH

Tel: 01484 466000

document

Documents

backgroundnhs kirklees

peopleof kirklees

surepeople trust nhs

executive summarynhs

engagement action plan

public surveysection

public confidencein

clear vision