NHS Elect. Stakeholder Engagement and Communications. Sue Kong, Director 24 th April 2013

Transcription

1 NHS Elect Stakeholder Engagement and Communications Sue Kong, Director 24 th April

2 Who are your stakeholders?

3 Who are your stakeholders? Those persons and organisations that have an interest in the strategy of the organisation. Stakeholders normally include shareholders, customers, staff and the local community. Chartered Institute of Management Accountants

4 Stakeholders Have the power to affect the organisation s performance Has a stake in the organisation s performance Two types of stakeholder strategic and moral: Strategic stakeholders/process, activities and function (those who can affect a firm) Say what a firm are to do Say what resources you have Say what the firm should achieve Moral stakeholders/decision, plan & projects (those who are affected by the firm)

5 Internal, connected, external? Internal Connected External Managers Employees (volunteers/members) Shareholders Customers Financial institutions Suppliers Intermediaries Public sector Voluntary sector Society/community at large News/information Pressure groups Trade unions

6 Freeman Stakeholders map Returns on investment Governance Shareholders Board of directors Objective setting/mission Corporate governance Ethical issues Quality of employment Participation Employees Suppliers Internal stakeholders Connected stakeholders External stakeholders Community Ethical/environmental considerations Managers Organisation Customers Satisfaction NGOs Government global Legislation Regulation Market conditions Environmental groups and others such as charities/religious groups 6

7 Then some go into a lot of detail

8 Source: NHS Employers

9 Do I need to talk to everyone?

10 Ascertaining their power and interest Used to plot the potential influence of stakeholder groups and possible threats Mendelow s power-interest matrix Low Power/ influence High Level of interest Low A Minimal effort (MONITOR) C Keep satisfied (INVOLVE) High B Keep informed (CONSULT KEEP INFORMED) D Key players (MANAGE CLOSELY) The Mendelow matrix (1991) 10

11 Managing power and interest

12 Reverse mapping Where would we be in THEIR universe? Map things from their point of view: What s it like working with us do we keep asking ourselves that? What is their view of our future do they care? Who influences them are we in there? How do we communicate? What is our place in their aspirations are we useful? What is their view of our activities? What do they have we want, and vice versa? GOOD INSIGHT

13 Tailoring your communication channels

14 Different ways of tailoring engagement Need to understand what we want our engagement to achieve: Cognitive awareness (think): strengthen awareness, e.g. the positive work it is undertaking, the opportunity to have a say, and the call for greater personal responsibility for well being. Most external stakeholders are at this stage. Affective opinions/attitudes (feel): through proactive PR and engagement, instil a belief that the local NHS is effective and responsive. Most internal stakeholders are already here. Conative Behaviour (do): to encourage and empower as many stakeholders as possible to becoming ambassadors for the organisation and wider NHS, by promoting its work and responding positively to public health campaigns.

15 Different tools at different stages Need to ask where are people on accepting the idea? Everyone s different, at different stages: Knowledge stage active: mass media, opinion leaders, websites passive: use their preferred media Persuasion stage interpersonal, peers, testimonials websites Decision stage assistance, demonstrations, samples, pilots / trails, websites Implementation info manuals, DVDs, case studies, mentoring Confirmation user clubs, newsletters, websites

16 10 good tips on stakeholder engagement Engage early in the process Listen. Ask how they want to talk to you. Ensure two-way dialogue Find out how much influence they have with your target audiences They may have a different agenda. Always define SHARED objectives They are busy. Communicate appropriately and thank them for input Don t forget they may talk to each other more often than they talk to you Keep story straight and transparent Keep them informed and involved no one-off communications Treat them as you would wish to be treated make an effort to get to know them and to know how much communication they want from you

17 Templates to help your stakeholder communications

18 Basic key steps 1. Who are your stakeholders? (Freeman Stakeholder mapping) 2. What powerful and influence they have over our programme? (Mendelow Matrix) 3. What are our key messages? (use Reverse Mapping technique) 4. Match message that has the most relevance to each stakeholder (you want people to read it!) 5. Find out how each stakeholder group access and read information (communication channels)

19 Why we joined AEC AEC is NHS national network hosted by NHS Elect to assist Acute organisations to accelerate the local development of ambulatory care through the spread and adoption of good practice and utilisation of improvement methodologies. AEC is at the forefront of emergency care redesign since 2011 (NHS Institute) and therefore our work will be high profile reference sites for national shared learning AEC network and support will help us to reduce emergency admissions and relieve pressure on ED services (similar to the changes we saw in converting elective day surgery to same day care for elective services) to improve clinical outcomes and prevent re-admissions to deliver excellent patient experience covering rapid access to diagnostics, robust clinical assessment and care management to benefit from same day best practice tariffs to strengthen clinical teams and nurse roles for managing the straightforward, common conditions that in turn will release medical time to focus on more acute patients

20 Benefits of joining AEC - general messages Messages (benefits) Being part of the network will help us to successfully engage and involve our internal and external stakeholders (shared learning and resources) Budget Holder who funds us Trust Board Clinical Support Divisions External Clinical Networks GPs It will enable us to accelerate implementation of AEC & realise the financial benefits more quickly We will receive support from a national team of experts in AEC and service improvement We will have unique access to a range of tools and methodologies that enable rapid implementation of high quality AEC services

21 Benefits of joining AEC - general messages Messages We will get support to design the most effective model for our circumstances, helping you to measure your improvement and predict and measure the return on investment We will be at the forefront of this national service improvement, raising our organisations profile As a member of the network, we will network with a range of organisations who have implemented AEC, enabling spread and adoption of good ideas Budget Holder who funds us Trust Board Clinical Support Divisions External Clinical Networks GPs

22 Benefits of joining AEC - more local / Trust specific reasons Messages Budget Holder who funds us Trust Board Clinical Support Divisions External Clinical Networks GPs

23 Segmenting Communication Channels Template Generic checklist Budget Holder who funds us Trust Board Clinical Support Divisions External Clinical Networks GPs Programme Manager Professional Relations Media/public relations Advertising Website Intranet (Staff area) Mailings case studies Drop leaflet Conference Pilots/surveys Education Social Media

24 Communications Plan with Frequency and Date of Action Generic Checklist Budget Holder who funds us Trust Board Clinical Support Divisions External Clinical Networks GPs Programme Manager F2F meeting (every quarter) Professional Relations Media/public relations N/A Advertising Website Website (all year round) Intranet (Members area) Mailings case studies Drop leaflet Conference Trials/surveys Education Social Media

25 Thank you