Stakeholder Engagement Strategy Version: 1.2 Issue Date: November 2016 Status Draft

Transcription

1 Item 10.2 (2) Stakeholder Engagement Strategy Version: 1.2 Issue Date: November 2016 Status Draft Name Job Title or Role Signature Date Authored by: Suzy Aspley/Lisa Dransfield/Lisa Morton Head of Communications Communications Team November 2016 Completion of the following signature blocks signifies the approver has read, understands, and agrees with the content of this document. Approved by: Approved by: This document is copyright 2016 NHS 24, and all rights reserved. No part of this document may be stored or reproduced in any form, conventional or electronic, without prior written consent from an authorised representative of NHS 24. No part of this document may be disclosed for any reason to any third party without the prior written permission of an authorised representative of NHS 24.Printed documentation may become obsolete. Please check the electronic master to ensure that this is the current approved version of this document before using it for reference in the course of your work 1

2 1. The NHS 24 Purpose The NHS 24 purpose is defined as: Helping to deliver a healthier Scotland by connecting people to health and care advice, information and support 24/7 Stakeholder engagement can be an effective tool in connecting people. In doing so it enables the organisation to provide services that meet the needs of people across Scotland. The NHS 24 purpose is supported by principles that are consistent with those contained within the National Clinical Strategy, the policy of Health and Social Care Integration, the Chief Medical Officers report on Realistic Medicine and the National "Transforming Urgent Care Programme". Our aim is to ensure that all of our services are: Virtual and public facing Multiple channels and technologies Serving everyone in Scotland according to their needs Supporting the whole health and care system Delivering services 24/7 Supporting self-management of long term conditions Delivering best value and sustainability Supported by a strong and supported workforce 2. Stakeholder Engagement: Rationale & Benefits NHS 24's purpose emphasises the need for successful stakeholder engagement: connecting people is the driver that will enable the organisation to realise significant benefits for it's staff, service users, partners and colleagues across the health and social care sector. The development of a new Organisational Strategy, in conjunction with the implementation of our new technology platform during , provides the starting point for asserting a more consistent view of what NHS 24 is, the range of services it provides and how this works with the provision of health and social care across Scotland. Stakeholder engagement is a vital activity in helping NHS 24 secure its place in the evolving landscape of health and social care provision. It is about building awareness and trust in what the organisation is, what it does currently and what more it could do in the future. 2

3 The potential benefits of effective stakeholder engagement include (but are not limited to): 2.1. Awareness NHS 24 is a relatively small organisation delivering a portfolio of services. It is best known for providing Scotland's out-of-hours telephone triage service, 111, and it's identity is very much anchored to that service. Effective stakeholder engagement can help to improve awareness of the range of services NHS 24 offers, increasing access and supporting the delivery of health and care services at a local level. Developing an understanding of audiences also means that communications can be tailored to meet their needs Integration A core component of stakeholder engagement is to support the integration agenda and to identify opportunities for NHS 24 to contribute to this transformative process. Delivering partnership and engagement activities at a local level and using a range of tools and techniques to capture user insights and embed into our practices means NHS 24 can support and influence the delivery of care at a local level. Listening to partners means we can design services that meet need. Collaboration built on early engagement increases the potential for these services to be adopted and built into the delivery of integrated services: NHS 24 becomes a core partner Digital First NHS 24's expertise in telehealth and telecare means it is positioned to lead a digital first approach to healthcare. Enabling the populace to manage their own health and wellbeing through digital platforms (including but not limited to apps, online and social media) will contribute to improving the health of the nation and to lessen demand across the system. Stakeholder engagement that is consistent, coordinated and appropriate will facilitate the development of the digital first approach by listening directly to the public and our partners. Our collaboration with health and care providers to ensure services meet the needs of the public and our partners and are delivered across a range of channels. However, for some members of the population where accessing services digitally is not possible, other ways of accessing NHS 24 services will be made available Staff engagement The delivery of safe, effective and person centred services is dependant on a workforce that is engaged, committed, feels valued and has pride in their work. To this end NHS 24 staff is a critical stakeholder group and having a consistent vision that engages staff will help to develop a more integrated culture within the organisation. 2.5 Branding The proliferation of services provided by NHS 24, many of which have stand alone branding, has led to some degree of duplication in what we offer. We have a broad 3

4 suite of websites and digital services which are run from different places, although we are working to improve central governance in this area. Branding is inconsistent (although awareness of the NHS 24 brand is high and is our most trusted brand asset). Consistency in branding will enable all services to benefit from the 'halo effect' of the NHS 24 brand and to, in return, enhance that reputation further. It is a brand exchange that can support and benefit from stakeholder engagement. 3. Stakeholder mapping In order for stakeholder engagement to realise the benefits outlined above there is a need to identify audiences and to consider what activity has been undertaken to date. Without a clear strategy or strategic narrative, engagement activity has been inconsistent and has inevitably resulted, to some degree, in silo working with a narrower focus on directorate/service outputs. With a broad range of engagement activity already taking place it is clear that an understanding of the range of partners would help to develop future engagement and to inform a more strategic and consistent approach. This groundwork is critical for success: with effective research, insight into the audience and their needs, and the opportunity to embed the knowledge within and across our services, means we will be clear about the purpose of engaging the public and or partners in conversations with NHS 24. It should be noted that NHS 24 has a Patient Focus Public Involvement Strategy and this outlines key stakeholder engagement work which already takes place with the public through valuable contributions from our Public Partnership Forum. This is due to be refreshed in 2018 and will be developed as part of our Stakeholder Engagement approach. We should identify what motivates our audience, who influences the opinions of our services and how, and what do we offer. We also need to commit to capturing the outputs of engagement and embedding this into our approach to service development and delivery. The following illustration identifies current stakeholder groups, broadly categorised in terms of our established relationship with each: 4

5 Commissioners (e.g Scottish Government, NHS Scotland) Competitors (e.g DHI, 3 rd Sector, Commercial Sector) Stakeholder Engagement to support Corporate Strategy Customers & Consumers (e.g Patients, Carers & Families) Commentators & Champions (e.g Media, Public, Professionals, Staff) Collaborators, Contributors & Channels (e.g 3 rd Sector, H&SCP, NHS Scotland) 4. Successful stakeholder engagement NHS 24 will need to consider the varied interests, values and levels of influence that our stakeholders have. Engaging the right people and organisations appropriately can make a notable difference to the success of services and enhance the reputation of NHS 24, its services and its people. In order to engage successfully with each of the above groups it is critical to identify what motivates our audience, who influences their opinions of our services and how, and what is our offering for them. The following mapping exercise was carried out in It is recommended that this exercise be built in to the annual delivery plan in order to recognise and respond to the socio-economic and political changes that affect the influence/interest axis. 5

6 The supporting delivery plan is designed to recognise the motivational factors in identifying stakeholder groups and proposing communications and engagement activities. The plan is a working document that forms a starting point for identifying audiences, setting milestones for review and considering evaluation techniques that acknowledge the fluid nature of stakeholder engagement. Stakeholder engagement is not a one-off activity with definitive measurable outcomes. It is incremental, iterative and responsive. Success can be judged as the integration of stakeholder engagement with our core objectives: it should be central to everything that NHS 24 does. NHS 24's new organisational strategy which will demonstrate its existing place in the health and social care landscape, with the provision of high quality, person centred, effective triage and health information services at its core. It will also look to what we can achieve in the future delivery of digital health and social care services, offering people across Scotland a choice of channels through which to access quality assured health and care services and information, support and advice when and how they need it. This strategy will also provide a focus to transform the organisation for our own people, making NHS 24 an employer of choice and a better place to work for our staff. It is important that our core strategy and purpose is the foundation on which all stakeholder engagement from the board room to the telephone triage is built. We need clarity, consistency and honesty in our communications with all audiences to ensure our narrative is well received and supported. 6

7 Once we are clear about our own identity and our own vision for the space we hope to occupy in health and social care in future in Scotland, we can then equip our people with a core brief, key messages and a more streamlined offering with which to engage our stakeholders. 5. Planning Stage One: From Principles to Action To ensure that all engagement activities are in line with NHS 24's Organisational Strategy and can realise the benefits outlined in the Stakeholder Engagement Strategy, it is recommended that all engagement should follow four basic phases - Plan, Action, Report, Evaluate & Improve. Plan identify the overall objectives of engagement activity, which stakeholders need to be engaged, the timeline for engagement, what level of engagement is most appropriate to achieve the objectives, and what resources are required to achieve success; Action implement and carry out planned activities; Report it is important that all feedback (both internally and externally) is reported, through this process, so that stakeholder concerns are better understood and acted upon; Evaluate & Improve All stakeholder engagement should be regularly evaluated through feedback from stakeholders and other performance indicator and improved where required. The lessons-learned should then be implemented into subsequent engagement plans. 6. Roles and Responsibilities Across NHS 24, stakeholder engagement takes place in a variety of ways. In the past, without a clear organisational strategy, directorates and teams have tended to engage and promote that which is in their remit, rather than present a consistent narrative or key messages about what NHS 24 as a whole can offer. The following groups/teams all undertake stakeholder engagement: Executive Team and Board Communications Health Information Services Service Leads Participation and Equalities Scottish Centre for Telehealth and Telecare Clinical staff Staff side Breathing Space 7

8 Patient Affairs These teams play a key role in managing engagement and relationships. There has been good work to date in identifying amongst these particular teams what the audiences are, synergies and areas of good practice: Executive Team and Board The NHS 24 Board and Executive Team provide the strategic policy and operational engagement with Scottish Government Health Directorates, the Executive Teams across the 14 Territorial Boards, and we are starting to work with the newly formed Integrated Joint Boards. Communications It is the role of Communications to articulate NHS 24's priorities and to protect and enhance its reputation. Ongoing and effective dialogue is therefore vital in making sure the strategic direction of NHS 24 is communicated well through our engagement channels. Externally, the communications and engagement activity is aimed at informing and educating Scotland's citizens to look after their health and to use services appropriately when they need help, particularly during the out-of-hours period. Internally, the team lead on staff engagement to support the development and delivery of effective channels of communications. Digital Service Provision NHS 24 has commissioned the Scottish Government's Digital Transformation Service to undertake a review of current activity and approaches to digital service provision across Health Information Services and SCTT. This will report in early The Scottish Centre for Telehealth and Telecare supports the development and expansion of technology enabled health and care services in Scotland. This involves working across boundaries with industry, academia, local authorities, NHS Boards and third and independent sectors to develop recognised models for redesigning health and care services. In this context SCTT has the potential to be a key component in supporting NHS 24 to deliver outcomes as part of the integration of health and social care agenda as well as the digital first approach. Health Information Services Partnership and Engagement Team/Breathing Space The Partnership and Engagement Team provide stakeholder management across our partners and the public to deliver services which meet the needs of our service users on a range of channels. This is central to the delivery of HIS services, and is one which supports sustainable service provision. This effectively means engagement using a range of tools and techniques to capture insights and feedback which our dedicated P&E team carry out as part of a routine governance process. 8

9 The P&E team also support Breathing Space with public engagement activity. Breathing Space has an advance range of partnerships and networks which support and promote the work of the service across a broad range of stakeholder networks. Participation and Equalities/Patient Affairs The Participation and Equalities team helps support the needs of our service users and encourages the involvement of patients, carers, staff, members of the public and thirdsector organisations in the design and delivery of our services. The team also engage wqith marginalised and under represented groups of people, intending to help remove carriers and disadvantages that these communities can face when accessing health and care services. Our patient affairs team manage contacts from the public and capture and respond to comments, compliments and complaints. They operate with a robust governance process and their work involves direct engagement with the public on a range of matters. 7. Evaluation The Delivery Plan will enable regular evaluation of progress against each of our key objectives as established in the Corporate Strategy, and will be assessed through NHS 24's governance procedures. To support this, we will further develop an Engagement Matrix which will enable us to fully map all engagement activity and to evaluate impacts, including strengths, weaknesses and gaps, that each of our engagement activities bring to NHS 24. Our Evaluation process will: ensure engagement with our stakeholders is delivered in a way that meets their needs occur on a regular and consistent basis to drive quality and improvement identify and measure success support the identification of where NHS 24 has the most impact through regular discussion with our partner Boards as well as the newly formed Integrated Joint Boards. 8. Conclusion The NHS 24 Purpose and its corporate strategy represent important markers in the development of the organisation and its role in the future delivery of health and social care across Scotland. As the integration of health and social care services evolves, NHS 24 offers a unique portfolio of services that can support the delivery of integrated services and ensure that care is available 24/7 in Scotland. 9

10 This stakeholder engagement strategy will be underpinned by a delivery plan outlining areas of responsibility, success indicators and new techniques to unify all activities. By pooling outputs and outcomes, NHS 24 will be able to track it's stakeholder engagement to ensure it is consistent, coherent and meaningful. Successful stakeholder engagement is the driver that will enable the organisation to realise these benefits for the whole population and to secure the delivery of out of hours care in the ever changing landscape of health and social care provision. Stakeholder engagement will build awareness and trust in NHS 24, its services and, most critically, its people. 10