SOUTHPORT & ORMSKIRK HOSPITAL NHS TRUST MARKETING & COMMUNICATIONS ACTION PLAN

Transcription

1 SOUTHPORT & ORMSKIRK HOSPITAL NHS TRUST MARKETING & COMMUNICATIONS ACTION PLAN

2 MARKETING OBJECTIVE: Develop the Southport & Ormskirk Brand and communicate it to all Stakeholders. Publish the Trusts Strategy to the staff. Promote the Safe, Clean and Friendly Care Philosophy and the Trusts Vision. Promote and publish the Trusts Strategy to the public and stakeholders. Emphasise the Trusts Unique Selling Point (USP) Safe, Clean and Friendly Care. Promote Safe, Clean and Friendly Care to the public and other stakeholders through publication of information. Promote Safe, Clean and Friendly Care by attending external events/meetings. Produce logo and use for all correspondence and promotional material. Chief Executive Deputy Chief Executive Chief Executive Deputy Chief Executive Strategy published on Internet and in Team Brief. Staff briefing sessions held. Culture of Professionalism published. July 2008 Strategy published on internet. Strategy produced in Public Information Leaflet/Business Plan. Information produced:- On Web Site. Through Grapevine. Within Patient Information. At Open Days. Through Clinical Information presentations. In Stakeholders Bulletin. Within Annual Report. Within Business Plan. Trust on speakers list in public libraries. On Intranet. Due December. Under Review. To be undertaken early Being developed. Attend Southport Flower Show. Logo and revised letterhead produced. Completed Limitations on use on letterhead.

3 MARKETING OBJECTIVE: Ensure appropriate market intelligence and analysis to inform decision making and identify marketing opportunities. Analyse GP Referrals Identify the practices from which our activity is derived, what is the market share and how this relates to overall potential activity. August 2008 A summary of current trends identifying non referrers, moderate referrers and loyal referrers is produced. Completed for Orthopaedics currently being shared with DGM, AMD and MD. Examine GP practice referrals in relation to their geography and identify potential activity. August 2008 A summary of the potential market share that could be achieved both in activity and financial value is quantified by HRG. As above. Examine referral patterns to identify any variation and identify where activity has gone to or come from. August 2008 Key practices on which relationship building should be focused is identified. As part of above report. Produce quarterly report that indicates variation in referral patterns. Report produced indicating financial and activity variation. As above. Compare potential income to cost of delivering activity. Deputy Director of Finance August 2008 Profitable HRGs are identified, along with resource requirements where necessary. Being produced as part of SLR and shared with AMDs and DGMs.

4 MARKETING OBJECTIVE: Ensure appropriate market intelligence and analysis to inform decision making and identify marketing opportunities. Identify main competitors from referral analysis. July 2008 Competitors and their market share are known and understood. Being produced for FT IBP. To be completed by December Undertake competitor SWOT analysis. Strengths, weaknesses, opportunities and threats are known and action plan developed to address potential impact to Trust. Trust level SWOT being reviewed for IBP. To be rolled out to Divisions December Research patients reason for choice a) Nationally b) Locally To be agreed Patients reasons for choice are known and understood and used to promote Trust and in marketing of the Trusts services. MORI Poll being analysed. Requires resources. Horizon Scan environment to identify potential changes to include:- Policy, legislation, new entrants, new technology. December 2008 / January 2009 Future changes are identified, impact accessed and plan in place to address impact. Scheduled for December 2008/ January 2009 as part of the market analysis for FT.

5 MARKETING OBJECTIVE: To maximise the opportunities for commercial/partnership ventures. Deputy Chief Executive Conduct feasibility analysis of collaboration with the independent sector in relation to potential initiatives including: Deputy Chief Executive Non-Executive & Executive Members 2008 Commercial partnership. Profit share. Sale/lease of estate. Facilities maintenance contracts. Discussions ongoing with private provider. - Private Patient Unit. - Amenity Beds / Rooms. - Private Maternity Room / Service. - Neuro-rehabilitation Unit. - Acquired Brain Injury Unit. Engage GP s / Practice Based Commissioners in developing integrated care pathways / Clinical Assessment and Treatment Centre (CATS) pathways. Deputy Chief Executive Associate Medical Directors 2008/09 Development & commissioning of pathways. Discussions with PBC re: Care Pathways ongoing. Develop CATS one stop approach to out-patients services for Southport & Ormskirk Hospital NHS Trust: - Prioritise general surgical specialties. - Utilise Lean Management Project work. Deputy Chief Executive Associate Medical Directors Commerce & 2008 CATS Service agreed with PCT and operational. Deputy Director of Performance to lead on commencement

6 - Diagnostic Demand & Capacity Review to support CATS activity. Establish income targets for external contracts with specialist and support services. Deputy Chief Executive Revenue against target. As part of above.

7 MARKETING OBJECTIVE: To keep staff informed, make staff feel valued, encourage ownership and encourage two way communication, encouraging staff as champions and ambassadors of the Trust. Sharon Partington Review the Trust s Partnership and Network Strategy. Director of HR Strategy reviewed. Currently under review. Establish a Working Group with Staff Side to review Staff Mechanisms within the Trust. Director of HR July 2008 Working Group Established. Completed and meetings held regularly. Arrange staff meetings with the Chief Executive / Executive Directors. Director of HR Staff Meetings completed. Meetings held and ongoing. Arrange a celebration event for staff within the Trust. With Working Group December 2008 Celebration Event arranged. Celebration event arranged and work currently ongoing. Arrange Executive walkabouts and back to the floor sessions. Chief Executive Walkabouts arranged. Walkabouts scheduled and currently ongoing. Policy on back to the floor sessions produced. Improve internal communications to ensure all staff are aware of the Trusts agenda and current affairs. All Directors Improved Team Briefing process is implemented. Chief Executive Briefings completed.

8 MARKETING OBJECTIVE: To embed the Marketing philosophy within the Divisions becoming part of the Clinical Business Planning process. 1. Structure 1.1 New Clinical and Management Structure to be implemented. 1.2 New Clinical Lead and Managerial Lead for Marketing to be identified for each specialty. Chief Executive August 2008 New structure in place. Leads identified. Role defined and objectives set. Structure currently being implemented. Objectives being set for AMDs. 1.3 Role and responsibilities of above to be reassessed and included in job planning/objective setting. 2. Information Requirements 2.1 Contract Plan v- Capacity/Demand to be assessed and clear action plans to be identified. July 2008 Reports and action plans prepared. Action plans implemented. 2.2 All reorganisation/redesign included in plan to be implemented to ensure capacity available to meet contract plans. July 2008 Information available and distributed. 2.3 Service Line Reporting information to be made available to Division. Director of Finance ASAP Information available and distributed. SLR shared with AMDs/DGMs. Presentation to Clinicians and being

9 MARKETING OBJECTIVE: To embed the Marketing philosophy within the Divisions becoming part of the Clinical Business Planning process. scheduled. November Activity Analysis information to be made available to Division. June 2008 Activity analysis being shared with DGM/AMD and MD. 2.5 Detailed analysis of above information to be undertaken. Analysis available. Available for T&O. 2.6 Identify profit/loss by HRG. Director of Finance ASAP Analysis available. Currently under review for T&O. 2.7 Keep up-to-date on National Agenda/Targets, etc, to identify business opportunities/threats. 2.8 Cascade information throughout division at each stage to improve knowledge, promote ideas and develop ownership. Divisional Meetings include information and discussion.

10 MARKETING OBJECTIVE: To embed the Marketing philosophy within the Divisions becoming part of the Clinical Business Planning process. 3. s 3.1 Circulate Marketing and Strategy throughout Divisions. July 2008 Distributed. 3.2 Marketing to be included in objectives for all staff: Champions/Ambassadors. Professionalism and Values. Included in objectives. Completed (will require review with new structure). 3.3 Marketing to be included as a regular item on business meeting. Included on Agenda Marketing meetings structure to be established in each Division. Meetings established. Under review following implementation of new structure. 3.5 Assist Lead Directors in developing a Business Culture in each Division. Meetings structure/agendas. 4. Business Management 4.1 Utilise Market Intelligence and professional knowledge to facilitate business decision. Business Plans available..

11 MARKETING OBJECTIVE: To embed the Marketing philosophy within the Divisions becoming part of the Clinical Business Planning process. 4.2 Monitor the following on a regular basis for Business Management and Marketing requirements: Activity Plans regularly updated. Reviewing Commissioner intentions to assess implications and effect on activity. Reductions in Clinical activity. Increases in Clinical activity. National Strategy/Guidelines. Clinical Developments 4.3 Produce Clinical Business Plans for each Division based on all intelligence. Business Plans produced. 4.4 Translate above into Business Case and Marketing Plans as appropriate. Marketing Plan available Identify all spare capacity as part of Strategy development. Capacity identified.

12 MARKETING OBJECTIVE: To improve the patient experience of all our patients. Director of Nursing Further develop Matrons Checklist and link to following: Contract Monitoring Advancing Quality Patient Experience Group Lean Agenda Education, Training and Development Complaints PALS Reports Productive Ward Develop opportunities for patients to comment on services received. Take part in National Patient Survey Programme. Launch Advancing Quality initiative within Southport & Ormskirk Hospital NHS Trust. Director of Nursing Nurse Advisors Director of Nursing s Data available in order to identify trends. Complaints reduced. Lean established. Records of improvements to patient servicers as a result of patient feedback. Evidence of involvement of Patient Experience Group in planning change. Production of understandable information regarding patient feedback data. Director of Nursing Trust has taken part in all relevant National Patient Surveys. Director of Nursing Clinical Lead Quality & Standards End September 2009 October 2009 and forwards Pilot year completed. Trust ready to begin live phase from October Reduction in complications and benchmarking position. Matrons checklist in use and reporting to Trust Board. Business Case to PCTs to expand patient feedback and Productive Ward. Patient Experience Report revamped. Business Case for computer hardware to support patient feedback submitted to PCT. In place reported to Trust Board. Action plans produced and monitored in response to each report. Trust has commenced AQ pilot.

13 MARKETING OBJECTIVE: To improve the patient experience of all our patients. Director of Nursing Continue involvement in development of Care Indicators and nursing matrix linked to Advancing Quality Project and national developments of PROMS Twice yearly audit against Essence of Care Benchmarks. Establishment of revised format for Patient Experience Group. Review of existing arrangements for management of internal and external complaints. Development of trend analysis for complaints data. Director of Nursing Data available for trend analysis. Reduction in complications of care. Director of Nursing Nurse Advisors Director of Nursing Senior Risk Manager Director of Nursing Programme. October 2008 December 2008 Individual audit results. Trend analysis. Evidence of sustainable change resulting from audits. Evidence of involvement of Patient Experience Group in planning and monitoring activities in Trust. Evidence of sustainable change as a result of patient feedback through complaints. Initiated and embedded in Matrons Checklist. Further development underway regarding outcome measures. Audits due:- March 2008 Completed results awaited. Revised format implemented August Current work underway in relation to systems for involvement in patient feedback. Systems agreed data capture system under development.

14 MARKETING OBJECTIVE: To ensure Southport & Ormskirk is the preferred choice for all GP s in the area. Medical Director 1. Use The Hospital Marketing Manager to: Analyse patterns in GP practice referrals down to HRG level. Examine GP practice referrals in relation to their geography. Identify the effect of the above factors on our market share August 2008 Analysis produced and available to AMDs/Medical Director and Divisions. Analysis available for Orthopaedics. Currently being shared with Clinical Director/AMD Surgical Division and arrangements made to discuss with GPs. 2. Identify the need for more capacity to meet potential increased activity and continue to comply with 18 weeks and Choice targets. Associate Medical Directors Costed business plan produced. Currently being developed based on above activity analysis and capacity and demand review. 3. Draw a plan at divisional/directorate level for Senior Clinicians to liaise with general practices to provide: Associate Medical Directors October 2008 Divisional and directorate road map is available to demonstrate effective liaison with general practices in each PCT. Being developed.

15 MARKETING OBJECTIVE: To ensure Southport & Ormskirk is the preferred choice for all GP s in the area. Medical Director Evidence based care pathways between primary and secondary care to achieve a more integrated service which should guarantee steady referrals. Care Pathways agreed. Discussions ongoing within Practice Based Commissioning Group. Share information regarding availability of services and areas of clinical excellence. Associate Medical Directors/DGMs December 2008 Benchmarking data being compiled for discussions with GPs. To market services identified for expansion to increase GP referrals. Associate Medical Directors (Supported by PR & s) Increase in GP referrals for identified and marketed services.

16 MARKETING OBJECTIVE: To ensure Southport & Ormskirk is the preferred choice for the local community and encourage the community s involvement in the hospitals business. Provide information for the public to enable them to make an informed choice about their care. Ensure the information reflects the publics reasons for choosing a provider. Develop links with local organisations to encourage involvement within the Trust. Colleges Local business Develop membership scheme that mirrors FT arrangements. Hold clinic information events. Encourage sponsorship from local business. Encourage establishment of a support group such as the League of Friends at Southport Hospital. Chief Executive Deputy Chief Executive Chief Executive Chairman Non-Executive Directors August 2008 Wraparound produced for local paper. Information displayed on internet. Annual Report published. Open Days held. Patient Information Leaflets produced. Attendance at Flower Show. Student participation within the Trust. Local business involvement within the Trust. Completed also Sefton Magazine. Under development. Completed Membership scheme operational. To be developed within FT Timeframe. Infection control talk held at AGM. To be established early Moved to 2009 Programme of events established Sponsorship secured. Approaches being made to local business. October 2008 Group established.

17 MARKETING OBJECTIVE: To ensure Southport & Ormskirk is the preferred choice for the local community and encourage the community s involvement in the hospitals business. Pursue networking opportunities with external groups. Chairman Non-Executive Directors Chief Executive Executive Directors Participation in local community groups. Currently identifying community groups to target. Meetings held with Sefton PBC Group and Sefton LINKs.

18 MARKETING OBJECTIVE: To develop relationships with influential local stakeholders to ensure a positive image and reputation for the organisation. Deputy Chief Executive Maintain a calendar of key stakeholder meetings and attendance by Executives and Non-Executives, to include: - Overview & Scrutiny Committees. - Local Strategic Children s Boards. - Meetings with MPs. - Links Forum Meeting. Deputy Chief Executive Executive Directors Non-Executive Directors s Support 2008 Attendance and records of topics reported on / issues discussed. Meeting held with LINks Forum, Sefton OSC Committee attended by Non Executive and Chief Executive/Deputy Chief Executive. Engage Directors of Commissioning with Central Lancashire and Sefton PCT: - Establish Strategic Commissioning Objectives. - Secure medium to longterm commissioning agenda. - Engage in tendering process for commissioned services in primary and secondary care. Deputy Chief Executive Director of Finance 2008/09 Medium long term Strategic Commissioning Objectives known. Potential impact on Trusts business identified within Integrated Business Plan. Commissioners intentions and potential impact being developed as part of market analysis for IBP. Complete end December/early January. Tendering for:- Primary Care Access Centre (Central Lancs) Anticoagulant Service (Sefton)

19 MARKETING OBJECTIVE: To further develop a proactive media campaign to ensure positive coverage locally and to ensure that issues which may result in negative publicity are dealt with swiftly and damage is limited and contained. Provide media with regular patient and people focused news stories. Programme developed for next 3 months. Press release issued. Story is patient/people focused. Media diary established and press releases being issued. Develop a programme of events and invite press to cover these events. Press Briefing Sessions to be held to manage any contentious or sensitive issues. Briefing of major stakeholders e.g. MP s and PCT s around politically sensitive issues. Chief Executive Chairman Chief Executive Events programme compiled and distributed to press. Fair and balanced press coverage. As required. Effective joint management of media interest. Currently being discussed and developed with Matrons. Press invited to Open Days. As required.