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Transcription

1 Communications and Engagement Strategy

2 Introduction As a reativey new entity, Saford Cinica Commissioning Group (CCG) has the enormous task of proving itsef as a reputabe arm of the NHS famiy particuary to the peope of Saford. Therefore, we-panned, robust, effective communication and engagement activities are essentia to the success of Saford CCG. Managing communications and engagement appropriatey wi ensure the organisation deveops effective working reationships with its stakehoders and this wi ensure the organisation achieves the buy-in needed to aow it to thrive into a trusted and we respected heathcare commissioning body. Communications As the NHS is one of the most trusted brands in the word, any organisation carrying the NHS ogo are guardians of the brand and must ensure they continue to protect and promote the overa reputation of the NHS. It is recommended by the Department of Heath that a NHS communications activities shoud be: Timey Cear Consistent Effective The key principes of good communications in a heathcare setting incude: honesty; transparency; vauing staff, peope and cients; patient centred care and design; deveoping citizens as informed consumers; being an accountabe heathcare organisation; coective responsibiity and accountabiity. Engagement Saford CCG is bound by severa statutory and reguatory obigations with regards to engagement. For exampe the NHS Act 2006 (Section 242) expains, that we have a ega duty to invove current and potentia service users or their representatives in everything to do with panning, provision and deivery of NHS services. Simiary, the Heath Act 2012 (Domain 2) says - CCGs must show how the views of patients, carers, pubic, communities of interest and geography, Heath and Webeing Boards, Loca Authorities, and practice popuations are transated into commissioning inteigence and shared decision-making. As tax payers and citizens, oca peope need to be invoved in hoding the CCG accountabe for the way it is choosing to aocate its resources. Therefore, it is vita that we engage our stakehoders on how decisions are made, about their choices and about what services might be commissioned. It is essentia that this is done in a meaningfu way not simpy tokenistic! We must continue to encourage the citizens of Saford to keep investing as much time and effort as possibe into engaging with us and in return we must reguary demonstrate our gratitude. 22 2

3 Engagement Cyce Engaging communities to identify heath needs & aspirations Patient centred monitoring & performance management Engagement cuture & systems Engaging the pubic in decisions about priorities & strategies Patient centred procurement & contracting Engaging the pubic in decisions about priorities & strategies Saford CCG foows the principes as highighted in the Engagement Cyce when commissioning services. The cyce highights who needs to do what to engage peope at each stage of the commissioning cyce. Saford CCG strives to recognise and understand our popuations : Heath aspirations Perception of heath service needs Feeing of gaps in the heathcare system Beiefs on what is working and not working in the oca heath service Suggestions of potentia soutions Saford CCG wi aways seek to invove the pubic in: Determining the principes that shoud underpin how priorities are set Ranking and priority setting Choosing a preferred strategic option Pathway design Designing service specifications Deveoping criteria for evauating tenders Assessing potentia providers Pease refer to the Saford CCG Quaity Strategy for more information on how the organisation intends to isten to stories of patient experience and to gain a good understanding on what a quaity service ooks ike from the perspective of those using it. This strategy is based on evidence gained through industry knowedge, commissioned insight work, past evauations of communications and engagement work done by NHS Saford and through oca knowedge of the Saford popuation (in terms of known demographics, oca heath issues etc). This is in accordance with the CCG s overa aim of evidenced-based commissioning. 3

4 This strategy iustrates how Saford CCG has the processes, pans, reationships and systems in pace to aow the organisation to deiver its vision of being recognised as one of the oca eader of heathcare and share across the oca community its ambition for heath improvement, innovation, and preventative measures to improve webeing and tacke inequaities. Background On 1st Apri 2013 NHS Saford CCG took over responsibiity from Saford Primary Care Trust for commissioning a range of heathcare services for the peope of Saford. This was a resut of the government s heath reforms, which brought an end to Primary Care Trusts (PCTs). Saford CCG is a membership organisation made up of a of the oca Saford GPs (supported by other heath coeagues). The government beieved that this new approach woud make the NHS more accountabe to patients, free-up front ine staff from excessive bureaucracy, and focus on actua outcomes for patients rather than just numbers. Saford CCG is keen to become recognised as one of the eaders for heath in Saford. Where are we now? The area of Saford (current popuation of 226,000 - expected to rise to 242,000 by 2025) has a very diverse eve of affuence and consequenty suffers from massive heath inequaities, with men from the most deprived areas of Saford having over 12 years, and women eight years, shorter ife expectancy than those from the east deprived areas (APHO, 2013). Saford experiences a significanty high premature death rate, high smoking reated death rate and a high number of acoho reated hospita admissions, a of which are associated with ifestye choices. Where do we want to be? Saford CCG s vision is to commission high quaity services which wi enabe our popuation to ive onger, heathier ives. Saford CCG aims to prevent i heath, reduce heath inequaities, improve the quaity of heathcare services and improve heath and webeing outcomes. If these aims are achieved we wi see an increase in ife expectancy and a reduction in the eve of heath inequaities across Saford. Communications and engagement pay a vita roe in heping Saford CCG to achieve its business objectives. Word Cass Competencies In 2007 the Department of Heath aunched their Word Cass Commissioning Competencies for PCTs. The aim of these competencies was to ensure that the patient was put at the heart of the decision making process throughout the NHS. Athough 4

5 these competencies became redundant with the dissoution of PCTs, Saford CCG sti foows the genera principes of the communication and engagement competencies in terms of: Being recognised as one of the oca eaders of the NHS Working coaborativey with community partners to commission services that optimise heath gains and reductions in heath inequaities Proactivey seeking and buiding continuous and meaningfu engagement with the pubic and patients, to shape services and improve heath Stakehoders Pease see page 16 for a detaied Saford CCG stakehoder register. A of the Saford CCG stakehoders can be broken down into five groups: 1. Pubic and patients (both atent and active) 2. Externa Infuencers 3. CCG Membership 4. CCG Officers 5. Providers and other NHS organisations Each of these audience groups wi have a different understanding of what the CCG is, what they expect from it and what concerns them about the organisation or oca heath services in genera. It is therefore vita that a reevant communications and engagement work takes these audiences wants and needs into account and ensures that messages are pitched accordingy. 5

6 Objectives of the Communications and Engagement Strategy and Pan The strategy aims are to: Raise Awareness: Raise awareness amongst key stakehoders of the existence of Saford CCG and ensure Saford CCG is a recognisabe face within Saford. Create Understanding: Carify who Saford CCG is and what we do. Deveop Stakehoder Buy-in: Ensure a stakehoders fee a sense of ownership and pride towards Saford CCG. Buid Reputation: Raise the profie of the CCG and its members by maximising the current confidence eves in both GPs and the NHS overa. Listen to Stakehoders: Ensure the patient voice reay is at the centre of a business decisions and that there are appropriate structures in pace to a stakehoders to feed back comments, questions, criticisms or concerns. Tak to Stakehoders: Ensure that reguar, cear, timey messages are given to our stakehoders, etting them know what is going on within the CCG and our pans for the future. Manage Expectations: Confirm that things won t change overnight athough over time the CCG wi bring about continuous improvements that benefit service users. Remind stakehoders of the imitations to resources with respect to communications and engagement. Be Co-ordinated and Consistent: Ensure that the organisationa key messages are interinked into a messages. Ensure that a partnership communications and engagement activities are integrated into our work wherever possibe. Integrate Communications and Engagement: Communications and engagement shoud be at the heart of a business decisions and the ethos of commitment to good communications and engagement shoud therefore be the responsibiity of a Saford CCG stakehoders, not just that of the Communications and Engagement Team. 6

7 Saford CCG Key messages The Saford CCG strap ine is Effectivey enabing heathier ives. To make this happen; Saford CCG commissions (pans and buys) most heathcare services for the peope of Saford Saford CCG works with partners to improve the city s heath and care system Saford CCG focuses on preventing i heath Saford CCG improves the quaity of heathcare services Saford CCG encourages feedback from oca peope and wi act on it Saford CCG makes best possibe use of imited resources/funding Programme Workstreams A work undertaken by the Communications and Engagement Team wi fa under one of the five workstreams. These incude: Strategic deveopment Externa communications Interna communications and Engagement (officers and membership) Campaigns (incuding socia marketing and project work) Digita media Stakehoder engagement Additionay, responding to media enquiries, crisis handing and other communications and engagement services (such as photography, event management, print management and proof reading) wi be deat with as and when needed. Pease see page 20 for the 2013/2014 Communications and Engagement Pan. Toos and Channes In order to deiver against its vision and goas, a range of effective communication and engagement toos and channes wi be used to buid a cimate of trust, honesty and openness. It is recognised that the toos and channes for communication and engagement need to: Be varied and ow maintenance Compement the nature of the communication and its audience Provide genuine means of capturing inteigence 7

8 Here is a snapshot of the toos and channes currenty avaiabe within each of the workstreams: Externa Communications Interna Comms and Engagement Campaigns Digita Media Stakehoder Engagement Print Bookets Leafets Posters Fyers Loca Media (Saford Advertiser and Jewish Teegraph) Press Reeases Advertorias Adverts Heath Pages CCG Newsetter (Pane) Community Newsetters (Life in Saford, CVS, GMW, SRFT) Promotiona Merchandise Stationery Novety Items Cothing Notice Boards GP Practices Cinics Pharmacies Awards Entries Face to Face Meetings Intranet Intranet Podcasting Pubic / Communa Area Posters Members e-buetin Goba Emais Strategic Events Pay Sip Memos** Screensavers** Staff e-buetin** Staff Briefing Sessions** Staff Away Days** Team Meetings** Staff Forum** Outdoor Advertising Biboards Mobie Biboards Ad-shes Back Cabs Buses Saford City Reds Sponsorship Street Lighting Signage Roundabout Signs Geographica Boundary Signs A580 Bridge Signs Radio Advertising (Saford City Radio) GP Practice Screens (Life Channe and AmScreen) Dispay Stands Roer Banners Exhibition Stands Tabe Top Stands CCG Website Socia Media Facebook Twitter LinkedIn Practice Websites Podcasting Stakehoder Websites Patient Pane Database Pane Events Neighbourhood City-wide Other CCG Events AGM Citizen s Reference Groups Focus Groups Surveys CRT Devices Survey Monkey Socia Media Opinion Pos Existing Community Heath and Socia Care Groups Practice Patient Participation Groups Partnership / Integrated Groups Saford Heathwatch Integrated Care Engagement Group SRFT Membership Saford Co-operative Engagement Group Service User Groups Neighbourhood Committees and Boards Counci-ed Neighbourhood Management Groups (** - ony avaiabe to Officers, not Members) Feedback Kiosks Forum Theatre Mystery Shopper There are a variety of methods that Saford CCG may use to gather insight from those peope with whom we engage. These may incude: word cafes, open space meetings, graphic recordings, citizen juries, participatory budgeting, appreciative enquiry and bogs. 8

9 Service Functions Page 24 shows a detaied ist of the services offered by the Communications and Engagement Team. Monitoring Successes This tabe highights the various ways Saford CCG wi evauate the effectiveness of the communications and engagement work that has taken pace: Externa and Strategic Interna Digita Engagement Campaigns Overa Strategy Document Governing Body Approva Operationa Pans Deivery against pan Governing Body Approva Poicies and Protocos Adherence to content Merit when required for reference Intranet End of year staff and membership survey Intranet Podcasting You Tube hit rate Pubic / Communa Area Posters Staff abiity to reca messages Taking the Temperature surveys Screensavers Staff abiity to reca messages Taking the Temperature surveys Staff and Membership e-buetins End of year staff survey Taking the Temperature surveys Goba Emais Abiity to reca messages Staff Briefing Sessions / Team Meetings Taking the Temperature surveys Staff Away Days Event evaution feedback forms Taking the Temperature surveys Print / Dispay Stands Verba feedback from Citizen s Reference Group Abiity to reca Media Hit rate on number of reeases sent to artices actuay appearing Sentiment Coumn size Opportunity to comment Radio Opportunity to hear (average number of isteners over duration of campaign) Repeat rate (expected number each istener wi hear the message) Life Channe Opportunity to see (average number of patients in waiting room over duration of campaign) Outdoor Advertising Opportunity to see (average number of peope passing the sign over the duration of its dispay) Website Visitor numbers Feedback sent in via website Hit rates on specific pages Socia Media Size of community Sentiment Share of Voice No. of re-tweets Podcasts Abiity to reca messages Pane Number of members on database Events Number of attendees Number of repeat attendees Content on evauation / feedback forms Consutations / Focus Groups Number of participants Quantity of usefu information gathered Eectronic Surveys / Pos / QandA function Number of respondents Quaity of information Invovement and Pane Emais Number of incoming enquiries via this address Patient Participation / Community Heath and Socia Care Groups Number of active groups in Saford Quantity of usefu, usabe information provided from them Saford Heathwatch Leve of interaction between Steward / Staff and Saford CCG feedback provided 9 9

10 Communications and Engagement Reporting Structure In 2013/2014, Saford CCG wi commission 19,320 of communications work from NHS Greater Manchester Commissioning Support Unit and 25,914 of Equaity and Diversity Human Rights ( ). As of Apri 2014, the funds spent on communications wi be brought back into the CCG and the team structure wi be as foows; Neighbourhood / Cinica Leads Chair Lay Members A other CCG (and CSU) staff Chief Operating Officer Head of Corporate Services Head of Organisationa Deveopment and Engagement Communications Manager Engagement Manager Communications and Engagement Officer Communications and Engagement Officer 10

11 Communications and Engagement Governance Structure Heath and Webeing Board NHS Saford CCG Governing Board Programme Management Group Engagement and Experience Management Group Partnership Working With regards to joint campaigns, socia marketing and coaborative messaging - Saford CCG Communications and Engagement Team work in partnership with the communications staff working on behaf of: Saford Heath and Webeing Board Saford Safeguarding Board Pubic Heath (Saford City Counci) Press and Marketing (Saford City Counci) Saford Roya NHS Foundation Trust Greater Manchester West NHS Menta Heath Foundation Trust Greater Manchester Commissioning Support Unit Other Greater Manchester CCGs NHS Engand (Greater Manchester) 11

12 With regards to joint engagement work, Saford CCG Communications and Engagement Team work in Partnership with: Saford Roya NHS Foundation Trust Greater Manchester West NHS Menta Heath Foundation Trust Saford City Counci Joint Commissioning Integrated Engagement Board Heathwatch Saford The University of Saford Saford City Coege Saford CVS Scrutiny A communications and engagement work is scrutinised by the Saford CCG Lay Members for Commercia and for Engagement, the Saford CCG Programme Management Group (PMG) and utimatey the Saford CCG Governing Body. Saford Heathwatch provides a critica friend service by istening to our pans and updates and providing input based upon the evidence they have gathered from their members. The majority of the scrutiny work wi take pace at the Engagement and Experience Management Group (EEMG) which is made up of representatives from the Governing Body, the Executive Team, the Communications and Engagement Team, the Quaity Team and Saford Heathwatch. The EEMG meets bi-monthy and reviews progress against the Engagement Pan, evauates a of the undertaken engagement activities and reviews a of the stakehoder feedback that has been brought in through the various engagement channes in pace. The group creates a recommendation and action pan which is presented and reviewed at the Saford CCG PMG. Any issues are then raised to the Saford CCG Board via the PMG. The Recommendation and Action Pans are dispayed on our website, aongside a You said We did section, which highights to the pubic how Saford CCG are using the inteigence they have provided in their business and operationa decisions. A short Communications and Engagement Annua Report aso highights to the Governing Body what activities have taken pace over a 12 month period and the resuts gained from these pieces of work. This Annua Report is aso pubished on the Saford CCG website. Risk The Communications and Engagement Team have done a risk identification exercise to highight the risks affecting the deivery of the strategy. The risks have been paced on the team s Risk Register and wi be reviewed on an ongoing basis. 12

13 Equaity and Diversity The Equaity Act 2010 brought with it a new, ega, Pubic Sector Equaity Duty (PSED) requiring pubic bodies to decare their compiance with the duty on an annua basis. This means that Saford CCG must show compiance and be making reasonabe actions towards addressing the barriers to incusion with both the genera and specific duties of the PSED incuding: Eiminating unawfu discrimination, harassment, victimisation and any other conduct prohibited by the Equaity Act 2010 Advancing equaity of opportunity between peope who share a protected characteristic and peope who do not share it Fostering good reations between peope who share a protected characteristic and peope who do not share it Saford CCG wi be an organisation which is free from prejudice and discrimination. A staff wi work together to embed a positive cuture of incusion which brings cear added vaue to a our business deaings. This wi be done through a number of measures: Adhering to the Equaity Act 2010 Making stakehoders aware of their equaity, diversity and human rights responsibiities Demonstrating how we have considered the nine protected characteristic groups* in a of our eary stage panning and decision-making processes. Making services fuy accessibe and successfuy taken up by a sections of our oca communities in response to individua need Managing equaity and diversity business risks Listening to the voice of oca protected characteristic groups * Protected characteristics in the context of the PSED are defined as: age; disabiity; gender reassignment; pregnancy and maternity; race (incuding ethnic or nationa origins, coour or nationaity); reigion or beief (incuding ack of beief); sex (mae and femae) and sexua orientation. It aso appies to marriage and civi partnership, but ony in respect of the requirement to have due regard to the need to eiminate discrimination. 13

14 Saford currenty has a reativey young popuation. There are more peope in their 20s and fewer aged over 35 years than the nationa average and the most prominent age group is years. The ethnic diversity of Saford has changed significanty in recent years. Not ony has there been a rapid growth of the Back and Minority Ethnic (BME) popuation as a whoe, but there is aso a greater diversity of communities. There is a arge Orthodox Jewish community in the east of the city which crosses three heath economy boundaries. Equaity Objectives In partnership with stakehoders, NHS Saford CCG has deveoped the foowing equaity objectives: Improve heath and narrow the gaps in access, experience and outcomes Improve coection and use of data/evidence for a protected groups Communicate and engage with a protected groups Deveop equaity and diversity competent and we supported staff Deveop eadership, corporate commitment and governance arrangements for equaity and diversity Ascertaining the barriers to incusion for each protected group Equaity and Diversity Sounding Board Saford CCG aso has an Equaity and Diversity Sounding Board made up of officers, members of the pubic and vountary sector organisations who represent protected groups in Saford. This group provides ongoing advice to the CCG in reation to commissioning and panning. 14

15 Representation within the Pane NHS Saford s Citizen and Patient Pane has 2234 members (as of Juy 2013). Data is coected on pane membership demographics and this incudes: Gender Marita status Disabiity Ethnicity Reigion Age Sexua orientation Carer status The CCG wi seek to address any underrepresentation by carrying out targeted engagement with these groups. PSED Communications and Engagement channes Saford CCG has a number of mechanisms in pace to ensure that communication reaches protected groups in an accessibe way. This incudes access to services and support for interpretation and transation, BSL, easy read format, audio and braie. The CCG wi ensure that a its communication and engagement pans are Equaity Assessed or work with Saford City Counci to produce Community Impact Assessments to ensure protected groups are not inadvertenty affected. 15

16 Saford CCG Stakehoder Register 2013/2014 (**to be reviewed annuay**) KEY Pubic and Patients Externa Infuencers CCG Membership CCG Officers Providers NHS Saford CCG Governing Body Chair Chief Operating Officer Chief Finance Officer Director of Pubic Heath LA Liaison Officer Performance Lead Neighbourhood Leads NHS Saford CCG Cinica Leads Lay Members Saford CCG Staff Teams Finance Commissioning Medicines Management Continuing Care and Funded Nursing Corporate Services Communications and Engagement Quaity and Innovation Safeguarding Administration Service Improvement Team Saford CCG Membership Saford based GPs Saford based Practice Managers Saford based GP Practice Staff 16

17 Saford Primary, Secondary Care and Support Providers Saford Roya NHS Foundation Trust Greater Manchester West NHS Menta Heath Foundation Trust Greater Manchester Commissioning Support Unit Socia adventures Six Degrees Unimited Potentia Care UK Brook Advisory Service Third Sector Deveopment Agency ** N.B. - this ist is not exhaustive and reates to any provider Saford CCG hods a contract with. Other NHS Organisations NHS Engand (Greater Manchester) Department of Heath Greater Manchester CCGs Saford s Patients and Pubic Citizens Patients Carers Communities of Interest Groups and Forums Heath Condition Specific Groups and Forums Geographica Communities Heath and Socia Care Groups and Forums Vountary Sector (CVS) Protected and Vunerabe Groups 17

18 Saford City Counci City Mayor Counciors Saford City Counci s Executive Team Saford City Counci s Lead Member for Heath and Socia Care Heath and Socia Care Directorate Saford City Counci s Press and Marketing Teams Saford MPs Haze Bears MP Graham Stringer MP Barbara Keey MP Staff Representatives Unison RCN Unite Overview Groups Saford Heath and Webeing Board Saford Heathwatch Saford Overview and Scrutiny Committee Loca Medica Committee Loca Denta Committee Loca Optica Committee Loca Pharmaceutica Committee Loca Saford based Media Saford Advertiser Saford Onine Saford City Radio Saford Star Regiona Greater Manchester based Media Manchester Evening News Rea Radio Key 103 BBC Manchester BBC Northwest Tonight Granada Reports Nationa Media Nationa Press Nationa TV Stations Heath Press 18

19 Saford CCG Communications and Engagement SWOT Anaysis Strengths The recognition of vaue of the communications and engagement by Executive Team Committed and enthusiastic communications staff Communications and engagement staff working within the same team and under the same ine management structure aowing truy integrated working Good working reationships with partners Committed, high performing and competent workforce with egacy brought forward from the successfu NHS Saford Providing one centra point for a corporate messaging to come through Providing speciaist expertise Abiity to manage the oca and nationa NHS brand Good working reationship with oca media Good working reationships with oca user groups and forums Over 2000 oca residents registered on our Pane database Good working reationships with commissioning and quaity teams Opportunities To raise expectations and awareness of heathcare services in Saford To support the deivery of effective campaigns which affect behavioura change To deveop oca brand recognition To ensure effective signposting to services and ifestye choices To raise awareness of Saford CCG s vision and aims To reduce heath inequaities in Saford To deveop ways of working with communications teams in partner organisations which adds vaue to city-wide communications To maximise the potentia for positive media coverage with having the BBC and ITV now both based in Saford To create a usabe system whereby stakehoder inteigence is used effectivey to shape business panning To ensure confidence of the NHS remains high To utiise the feedback networks the GP practices have in pace. Weaknesses Capacity is insufficient when matched against demand and projected need Brand recognition is not widespread due to the infancy of the organisation Limited oca understanding of the CCG s roe in commissioning and deivery of heathcare (being the oca eader for heath) Team is much smaer than it was in the PCT and stakehoder expectations are therefore much higher No contro over provider and pubic heath communications Insufficient support structure from NHS Engand (Greater Manchester) Not a stakehoder feedback is being reported Threats Not being abe to move beyond the communications basics (e.g. reactive media, corporate pubications and advice to services) Reputation damage as a resut of oca or nationa poitica changes Poor credibiity with pubic and stakehoders Lack of brand awareness in a year s time Reduced budgets mean ess socia marketing / campaign capabiity 19

20 20 Communications and Engagement Deivery Pan (**to be reviewed annuay**)

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24 24 Communications and Engagement Service Deivery Register Deivery Register

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26 Roes and Responsibiities (with regards to communications and engagement) Chair: To take overa responsibiity for a statutory duties reating to stakehoder engagement To ensure a Governing Body meeting decisions are minuted and made avaiabe in the pubic domain To act as the organisationa spokesperson when deaing with the media. To work with as much transparency as possibe To ensure any attempted contacts made by the media are directed to the Communications and Engagement Team: To ensure a communications are factuay accurate and in-ine with the key messages reported in this strategy To ensure a stakehoder feedback is recorded and reported to the Communications and Engagement Team To ensure any good-news stories are reported to the Communications and Engagement Team for promotion Lay Members: To hod the CCG to account with regards to making sure the organisation are providing cear, timey communications and are effectivey istening to the voice of the Saford pubic To provide expert advice and guidance to staff within the CCG in reation to communications and engagement To remain impartia when providing feedback and questioning the work that has been done Cinica Leads: To take responsibiity for ensuring the messages from the CCG are communicated to the stakehoders working within their respective workstream To take responsibiity for reporting stakehoder feedback from their workstream to the Communications and Engagement Team To act as the workstream spokesperson when requested by the media Neighbourhood Leads: To take responsibiity for ensuring the messages from the CCG are communicated to the stakehoders within their neighbourhood patch To take responsibiity for reporting stakehoder feedback from their neighbourhood patch to the Communications and Engagement Team 26

27 Executive Team: To ensure any attempted contacts made by the media are directed to the Communications and Engagement Team To inform the Communications and Engagement Team on the current topics and messages to be communicated to stakehoders To inform the Communications and Engagement Team on any potentia upcoming items that might attract press interest To ensure a communications are factuay accurate and in-ine with the key messages reported in this strategy To ensure a stakehoder feedback is recorded and reported to the Communications and Engagement Team To ensure any good-news stories are reported to the Communications and Engagement Team for promotion Head of Corporate Services: To take responsibiity for the Saford CCG communications and engagement service function Head of Organisationa Deveopment and Engagement: To take responsibiity for strategicay eading and panning a aspects of corporate communication and stakehoder engagement To take responsibiity for reporting a stakehoder feedback to the Engagement and Experience Management group. To take responsibiity for deveoping a Recommendation and Action Pan out of the coected stakehoder feedback and report this to the Programme Management Group Communications Manager: To take responsibiity for deivering a aspects of interna and externa communications, incuding campaign and media management Engagement Manager: To take responsibiity for managing, promoting and co-ordinating a aspects of pubic engagement A other CCG Staff: To perform basic eve of stakehoder communications and engagement in association with their job roe To remain professiona when representing the organisation at meetings / events, speaking to stakehoders on the phone or emaiing stakehoders about CCG business To recognise the vaue of good stakehoder communication and engagement 27

28 Further information and contacts Saford Cinica Commissioning Group St James s House, Pendeton Way, Saford M6 5FW. Teephone: Minicom : Fax : Website: Emai: saccg.invove@nhs.net Copies of this information are avaiabe in other anguages and formats i.e. Braie, audio cassette and arge print. To request a copy, pease contact: Te: Emai: saccg.invove@nhs.net