NHS Norwich Clinical Commissioning Group Communications, Media Engagement Strategy 1
1 Introduction NHS Norwich Clinical Commissioning Group (NHS Norwich CCG) is a new NHS body created by the Health and Social Care Act 2012. The CCG is made up of the 23 GP practices that serve Norwich, and is led by a Board of Governors comprising local clinicians, a registered Nurse, a hospital Specialist and 2 lay members. Our primary responsibility is to commission (purchase and organise) health services for the people of Greater Norwich.. Informing and engaging the public is important for the development of NHS Norwich CCG. Effective communication and engagement is about getting the right messages to the right audiences through the most appropriate channels at the most appropriate time. It is a two-way process - informing and sharing - and listening and responding to incoming communications is essential. It is important that NHS Norwich CCG further develops its existing stakeholder relationships, including engagement with GPs, and the way it seeks and uses feedback to inform its decision-making and in developing health services for the local population. The NHS Norwich CCG covers a population of around 205,000 people and has a wide and diverse demographic profile. 2
2 Priorities, Aims and Objectives This Communications and Patient and Public Involvement and Engagement Strategy sets out how NHS Norwich CCG will communicate and manage relationships with patients, members of the public, carers, staff, service providers, the media and other key stakeholders, throughout its day to day business activities. Effective internal and external communications and engagement will enable the organisation to listen, respond, influence and develop according to the needs of its patient population. In particular it will ensure, Meaningful engagement with patients, carers and their communities: NHS Norwich CCG needs to ensure that patients, public and key stakeholders are included, especially in its commissioning decisions, including mechanisms for gaining a broad range of views from stakeholders, groups and individual patients Proper constitutional and governance arrangements: NHS Norwich CCG needs to ensure that it has the capacity and capability to carry out its corporate and commissioning responsibilities, including appropriate arrangements in place to carry out its day to day business, e.g. communications. 3 Patient and Public Engagement The NHS Plan (July 2000) set out the Government s intention that patients should be at the heart of the NHS. Patient and Public Involvement and Engagement should be central to service planning and provision, and a major driver for service improvement. Section 11 of the Health and Social Care Act 2001 strengthened this commitment by placing a duty on NHS organisations to involve and consult patients and the public. In section 242 of the 2006 NHS Act, this duty was further strengthened with the requirement of ensuring that patient and public involvement and engagement must be undertaken: not just when a major change is proposed, but in ongoing service planning not just in the consideration of a proposal, but in the development of that proposal; in decisions about general service delivery, not just major changes. Whether change is on the scale of a major service reconfiguration or how a particular service operates, the NHS must explain why change is needed. It must make sure that local people and all other stakeholders are actively involved in the planning and buying of services and developing and considering proposals for change, and explain the reasons for any decisions it takes. 3
The NHS health and Social Care bill 2012 underlines all of this by determining no decisions about me without me. The principles NHS Norwich CCG will adopt for patient and public involvement and engagement are: to routinely ensure that patients, stakeholders and public can share their experiences of health and care services and that this feedback will be used to inform the commissioning process; to routinely invite patients, stakeholders and the public to respond to and comment on issues in order to influence commissioning decisions and to ensure that services are convenient and effective; to ensure that patients, stakeholders and the public understand how their views will be used, which decisions they will be involved in, when decisions will be made and how they can influence the process, and publicises the ways in which public input has influenced decisions; to proactively challenge and, through active dialogue, raise local health aspirations to address local health inequalities and promote social inclusion; To create a trusting relationship with patients and the public and be seen as an effective advocate and decision-maker on health requirements. The involvement may range from being informed about a service, to being consulted about a major plan, to being involved in negotiating a plan of care or a service development in a co-production role. People can be involved as: people who use services; members of the public; communities; and Representatives of organisations with specialist interests. 4 The Real Benefits of Engagement Effective patient and public involvement and engagement is beneficial to the CCG because it can help to: produce better outcomes of care/health of the population; reduce health inequalities; give greater local ownership of health services; give better understanding of why and how local services need to change or be improved; increase trust and confidence in the NHS; give a better understanding of the needs and priorities of communities; help us to make better decisions; 4
help us to design services that better reflect the needs of users; provide services that are efficient, effective and more access; Create increased satisfaction resulting in less conflict and adverse media attention. Good involvement practice: happens at the start and continues throughout the process; is inclusive; is informed; is fit for purpose; is transparent; is influential - it makes a difference; is reciprocal - it includes feedback; and Is proportionate to the issue. 5 Our Approach Using the approach outlined below, NHS Norwich CCG will be able to describe the arrangements it is putting in place to ensure: it can effectively engage with, and gather insight from, patients, carers and the public, including disadvantaged groups; the results of its engagement and insight are reflected in its decision-making processes; There is a clear approach to engaging patients, carers and the public throughout the commissioning cycle, and in major commissioning intentions. In addition to this, NHS Norwich CCG will be able to demonstrate: 5.1 An understanding of the local population:- it has completed a profile of the population that looks at communities of interest, as well as geographic communities; It uses existing engagement resources, eg. community nurses, health visitors, receptionists and community development workers; it has meaningful engagement with local Health and Wellbeing Boards and with local HealthWatch and evidence is available to show how this influences actions and how the local health and wellbeing strategy will be delivered; It actively promotes choice, including shared decision-making. 5
5.2 Engagement with patients and the public, including disadvantaged groups plans are in place to ensure that NHS Norwich CCG can effectively engage with, and gather insight from, patients, stakeholders and the public, including disadvantaged groups; an increasingly comprehensive range of mechanisms are in place to secure this engagement, and respond to the views raised - working in partnership with other agencies (e.g. local authority or voluntary/charitable sector groups); patient experience and feedback from patients, carers and other stakeholders is measured and analysed effectively, and is used to influence decision-making; mechanisms are in place for involving patients and their representatives in the redesign of pathways through co-production; Systems and processes are in place to promote patients recruitment to, and participation in, research. 5.3 Using engagement in commissioning decisions:- plans describe how NHS Norwich CCG will engage patients and the public throughout the commissioning cycle and in the major commissioning decisions it will make; communication processes are in place to describe how the views of the local population and patients have been responded to; There is a clear approach to consulting on prioritisation, service change, strategy and, as appropriate, an integrated approach to engagement in the management or any major service or multi-organisational change. 6
Engagement in the Commissioning Cycle National Targets Identify Commissioning Needs/intentions Deciding Priorities Assess Local Need Review Outcomes Patient and Public Engagement and Involvement Reviewing Commissioning Proposals Design Services Performance Management Procurement/ Contracting Of appropriate Services Develop Business Case 5.4 Collecting and sharing information with patients and the public NHS Norwich CCG has processes in place to show how it records and uses information, including: how it organises and uses information from other organisations to feed into commissioning; how it publishes outcomes data (including outcomes of engagement); how it processes feedback and creating intelligence that can be used to inform commissioning decisions; Patients and the public understand how to contact and engage with NHS Norwich CCG, including how to complain where appropriate. Examples of the ways in which NHS Norwich CCG will engage with its local population to gain a broad range of views, include: 7
Patient Participation Groups (PPGs); Norwich Community Involvement Forum; Voluntary Norfolk; Your Voice, county partnership membership scheme; NHS Norwich CCG Website; Focus Groups; Questionnaires/surveys; Public Meetings; Consultations; Patient Stories; Patient Advice and Liaison Service (PALS); Maternity Services Liaison Committee (MSLC); Norfolk Health and Wellbeing Board; Local Involvement Networks (LINk)/HealthWatch; Health Overview & Scrutiny Committee (HOSC); Local Newsletters; LINks/HealthWatch Newsletters; Patient and Public Involvement and Engagement Databases; Norfolk Coalition for Disabled People Co-production project; Media Campaigns/stories; Patient Opinion website; and Local communities of interest. Details of the patient and public involvement and engagement objectives for the next year are shown below, including how they will be achieved and the desired outcomes :- 8
5.5 Patient and Public Involvement and Engagement Objectives Objective How will it be achieved? Outcome Understanding the local population including communities of interest enabling the commissioning high quality services which meet the needs of the NHS Norwich CCG patients and public. Engagement with patients and the public, including communities of interest - building continuous and meaningful engagement with the public, patients and carers to influence the shaping of services and improve the health of people in Norwich. Using public health data; Gaining insight from population - using existing resources and new patient and public involvement and engagement data where necessary, i.e. healthcare professionals, receptionists, social marketing, community workers, (Norfolk Insight); Patient Advice & Liaison Service (PALS). Working directly with community groups including communities of interest. Ensuring that the public voice influences and is directly involved in the decisions made by NHS Norwich CCG; Using a wide variety of methods and innovative approaches to engagement; Working closely with hard to reach groups to ensure they have a voice; Using and acting on patient feedback and information to inform the decisionmaking; The NHS Norwich CCG local population will be able to access the right services, at the right time, in the right place. For example working with the NEESA project to increase access to women s health services in Norwich practices. http://theneesaproject.co.uk/ Improved patient experience Invest to save - providing services which are used appropriate and value for money (dermatology survey ). Patients feel informed (CCG consultation 25/6/12 16/9/12, patient newsletter summer edition); Patients feel confident to discuss the services they use and that their input is valued; People feel they have a voice in the decisions made by NHS Norwich CCG (Community Involvement Panel launched 25/6/12); People in Norwich and district will 9
Using feedback from practices on patient choice to inform the decisionmaking Using feedback from patient complaints to inform the decision-making Holding regular meetings in public; Consultation with Norwich Community Involvement Forum and patient participation groups. know how they have impacted local NHS services; Valuable knowledge is not lost during the transition to the new organisation. Strengthening PPGs in practices, see appendix 2 Setting up PPGs in practices without one, see appendix 2. 10
Objective How will it be achieved? Outcome Using engagement in commissioning decisions - increasing confidence in NHS Norwich CCG as a responsive commissioning organisation. Collecting and sharing information with patients and the public - developing a culture within NHS Norwich CCG that promotes open communication and engagement within and outside NHS Norwich CCG. Engagement with patients and the public at appropriate points throughout the commissioning cycle; Using the feedback to inform our decision-making; Working collaboratively with partners and other NHS organisations in and around Norwich; Providing timely and consistent messages to various audiences, detailing commissioning intentions. Good two-way communication and feedback with both patients and staff, including you said, we did reports after each piece of engagement activity; Developing good media relations; Accessible formats and language to take account of all stakeholders, including ethnic and minority groups; Ensuring NHS Norwich CCG is visible, approachable and contactable to all Norwich stakeholders. Stakeholders are confident that NHS Norwich CCG is ready to take over responsibility for commissioning healthcare services and operates in the best interest of the people of Norwich (IV in the Community survey); The local population feel listened to and influential. The services provided to the local population are what they want and need. The public feel informed, are aware of how they can contact NHS Norwich CCG and feel confident to discuss issues with staff and know that once raised, issues will be acted upon (Website); Staff feel that they can express their opinions and judgement and they feel their contribution is valued through weekly team meetings. 11
6 Communications Efficient and co-ordinated communications will enable NHS Norwich CCG to manage its reputation effectively and to safeguard and promote the reputation of the NHS locally in a manner consistent with best practice and national requirements. This involves: fostering a culture of good two-way communication, engagement and involvement; informing and empowering key stakeholders; being honest and realistic; recognising and meeting the different information needs of groups and individuals; and Working with other agencies to co-ordinate communication. 6.1 Internal Communications Getting the right level of meaningful internal communication is a key element of an effective organisation. NHS Norwich CCG is committed to having robust internal communications strategy which communicates effectively with its staff, gives them an opportunity to feedback and engages them on the future strategic direction of the organisation. The principles for internal communications are:- to communicate honestly and realistically; to ensure that staff are well informed, well supported and valued; To provide an open culture with opportunities to encourage staff to make contributions and give them the knowledge that their views will be listened and responded to. Internal Stakeholders All staff Senior Management Team Executive Team Methods of communication Bi-weekly electronic staff bulletin E-mail Notice Boards Staff intranet Team meetings 6.2 External Communications Good communication with audiences the NHS Norwich CCG is essential to ensure that all stakeholders are informed of our activities and decisions, and to explain how and why decisions have been reached. It also gives groups, stakeholders, communities of interest and individuals opportunities to have input into the NHS 12
Norwich CCG s decision-making processes and gives a structure which allows us to respond to questions and enquiries from the public and media. The principles for external communications are:- to raise awareness of the work of NHS Norwich CCG; to inform patients and stakeholders of plans and service developments; to raise awareness of new services and initiatives; to manage locally and promote the good reputation of the NHS; to ensure that what we say is consistent with national and local communications timely and conforms to guidance; to promote achievements and successes; to encourage feedback from patients, carers and service users; to develop and sustain effective relationships with relevant partners, agencies and key stakeholders; and to publicise events and maximise interest and attendance. Stakeholders Methods of communication NHS/Partners Department of Health; NHS Commissioning Support Service; NHS National Commissioning Board; Independent and salaried contractors: GPs, dentists, pharmacists; Optometrists; Norfolk and Norwich University Hospitals NHS Foundation Trust; Norwich Community Health and Care Norfolk & Suffolk NHS Foundation Trust; Local Professional NHS Committees; Norfolk County Council Adult Social Services and Children s Services Departments; Private and Voluntary Sector Providers; Norfolk Health Overview and Scrutiny Committee; and Norfolk health and Wellbeing Board Public Briefings to SHA/DH to inform Ministerial replies Organisational meetings held in public Attendance at meetings and forums Website Participation in events Proactive media work Reactive media work Radio campaigns, outdoor media promotion and press communication Patient and public engagement surveys and feedback (using a variety of methods) E-mails Use of social media Marketing materials Newsletters and bulletins Patients, Carers and Service Users; Communities of interest Gypsy traveller communities, older people, young people, people for whom English is not their first language; Resident population; Pressure/interest groups; Voluntary, community and third sector organisations; Norfolk Local Involvement Network; (LINk)/HealthWatch. 13
Local Government Politicians: local MPs/ regional MEPs/ local/district councillors; Norfolk County Council (councillors and officers); Parish Councils; Media Local press, radio, internet and television 7. Identity and Branding At a time of change within the NHS, our communications are essential to helping the public, stakeholders and patients navigate a more diverse healthcare system. Through our communications, we also need to reassure people that NHS standards are being maintained. When producing materials for NHS Norwich CCG, we will follow these communications principles to ensure that our work is: Clear and professional: demonstrating pride and authority in what we do Cost-effective: showing that budgets have been used wisely Straightforward: avoiding gimmicks and over complicated design or wording Modern: portraying the NHS in a way that is up to date Accessible: understood by the target audience and easily obtainable and available in other languages, or formats Honest: avoiding misleading information or false promises Respectful: showing respect for our audience, avoiding unfair stereotypes, acknowledging the different needs of individuals and populations. When producing any material for publication, NHS Norwich CCG must take account of NHS Branding and Accessibility guidelines to ensure that the information is available for all audiences (Equality Act 2012). This includes the development of its website, as well as producing literature in languages other than English, large print and Braille, Easy Read and in audio formats, where appropriate. 8 Stakeholder Mapping A stakeholder mapping exercise has been completed as detailed below: 14
Stakeholder Mapping: Group Audiences Analysis Staff Patients, stakeholders, Communities of interest, carers and public NHS Norwich CCG staff The Governing Body Executive Team Staff side representatives Existing patients, stakeholders and carers General public Communities of interest ( black, minority, Asian and ethnic, seldom heard, people with disabilities, children and young people, older people, users of mental health services, homeless/roofless, immigrants and asylum seekers) Critical friends Community champions Characteristics: Commission services on behalf of the organisation Wide and varied influence over other groups, including patients Needs and interests: Regular and reliable information to enable them to do their job effectively Understand what is expected of them Understand what they can expect from the organisation Need to be valued Potential Ambassadors of the organisation Committed to achieving the vision Risk: Undervalued, de-motivated Reluctant to change Critical in public of the organisation Characteristics Central to everything we do Receiving a service Have wide and varied influence Need and interest: A good patient experience/customer service Information at a potentially vulnerable time Information to be able to make informed decisions about health and wellbeing Knowledge and information about where to get help when needed Assurance that they will get the care they need when they need it 15
Partners and providers Acute Trust and other NHS organisations Independent contractors GPs, Dentists, Ophthalmologists, Pharmacists Local professional committees (LMC, LOC, LDC) Local Authority Independent providers Information about how the money is being spent Opportunity to feedback and feel like listened to Opportunity to engage in the design of services Potential Help us to achieve our aims Provide valuable feedback Ambassadors share good experiences Help to shape services based on first hand experience Risks Commission and develop services that do not meet their need Complaints and negative feedback through MPs, media etc. Don t improve as not listening potentially continue to make same mistakes Accused of not delivering/wasting public money Disengage from health services Characteristics Provide services Work alongside to deliver services Support to deliver initiatives Needs and interests To know where we are going /our strategic direction To understand how they can fit into the strategic direction To have an overview of our priorities and challenges To understand our position/opinions/thoughts on specific issues that impact on them e.g. GP opening hours and urgent care To understand our short, medium and long term intentions To influence our direction of travel with specialist knowledge and experience Potential Supportive of direction of travel makes it easier to take forward More co-ordinated approach patients only see one NHS Facilitates joint working 16
Political Councillors Members of Parliament (MPs) Norfolk County Council Health Overview and Scrutiny Committee (HOSC) Better proposals with more contributions from front line staff and patients Risks May pursue conflicting direction of travel/projects Mixed messages for staff and patients Less likely to work in partnership May block proposals Confusion for patients and public Less joined up working Characteristics: Protecting the interests of constituents/local population Supporting political beliefs Striving to see improvements Key opinion formers Highly influential Need and interest: Understanding of the strategic direction of the organisation Regular updates and briefings on key issues or hot topics Involvement in issues and hot topics at an early stage to ensure they have a full picture Assurance around improvement Assurance around patient experience Assurance that respond to constituents issues and concerns Awareness and involvement in achievements Potential: Able to influence publically if supports a project/issue Able to influence politically Frequent contact with constituents and media able to act as ambassador/spokesperson in some areas so being up-to-date and well informed an advantage An independent spokesperson Can contribute to discussions and developments from wide breadth of 17
Government Media National Commissioning Board, including regional office Health and Wellbeing Boards Department of Health Monitor Care Quality Commission Local print and broadcast Regional print and broadcast Information websites Pre-recorded video stations in GP surgeries Local community broadcast National NHS related publications background/contacts Risk: Very high profile if not in the loop or in agreement with a project Able to raise issues in Parliament First port of call for media for comment on issues and challenges Able to refer to review panels if don t feel a process has been followed correctly/been involved correctly (Overview and Scrutiny Committee) delay process Characteristics: Set policy and drivers Set performance targets and standards Need and interest: Assurance of improvement Assurance of meeting targets and legislation To know when things are causing concern Potential: Supportive and flexible in making things work Sharing best practice Championing innovative work Light touch approach/left to get on with the job Risk: Concerned over lack of assurance so intervene more Raise concerns in public Put intervention measures in place Demand more assurance Characteristics: Present a high profile view of issues of interest to local population Can be seen to dwell on the negatives to make a good story Excellent mechanism for getting messages out to general public and patients BBC has public service responsibility (community information, communicating in a crisis etc.) 18
Need and interest: Human interest stories Information about things that improve things for local people New information that has not been covered elsewhere Contact with real people staff and patients Potential: Excellent mechanism for getting information to patients and the public and other key stakeholders Recognition for staff and patients Ability to discuss issues and present a balanced argument Accurate and timely information leads to better quality coverage Risks: Story is blown out of proportion Damages the reputation of the organisation Does not provide a complete picture of an issue or incident 19
9 Reputation Management Reputation management is a high priority for NHS Norwich CCG. The relative reputation of an organisation can have a significant impact on how successful it is and influence the organisation s ability to deliver high-quality, safe and responsive patient care. NHS Norwich CCG s reputation will be built upon the perception that its stakeholders develop through their accumulated experience and dealings with the CCG, both through direct and indirect contact. It is shaped by three key components: Vision and values what the CCG is trying to achieve as an organisation and how it goes about achieving it Actions - what the CCG does and how it behaves as an organisation Communications only clear communications will mean the CCG gets the recognition it deserves for success. Good communication can also help explain the reasons for any short comings. Active reputation management is important for several reasons: Improve performance a good reputation amongst staff ensures better levels of morale and an increased ability to attract and retain those people. It also increases an organisation s ability to implement change, as staff buy into what you are trying to achieve; Generate local support for change there is an increasing emphasis on local accountability for public services. Good reputation management that encourages dialogue with stakeholders, and builds their understanding and support, will enable you to meet your duty of accountability and build consensus; Healthcare commission ratings link with the results of the patient survey feeding into the Annual Health Check, the views of patients are important to how the performance of the organisation is judged; Financial imperative driven by patient choice and payment by results under the policies of choice, plurality and payment by results, the need to attract patients is vital to financial well-being. 10 Roles and Responsibilities Everyone within NHS Norwich CCG has a key role in promoting the development of the CCG, the services it commissions and to raise awareness of its campaigns and initiatives. This cannot be achieved unless everyone is well informed, so it is vital that a culture of two-way communication is developed and sustained. 20
Therefore, all staff within NHS Norwich CCG and the local GP practices: are responsible for sensitive communications with patients and colleagues; consider and understand the impact of change or development on patients and service users, as well as their own roles; inform the Engagement Manager within NHS Norwich CCG of any engagement activity they are considering undertaking; need to understand what the developing organisation s priorities are and the part they play in achieving those priorities; Are mindful of the impact that their actions and responsibilities may have on others. 11 Media Handling NHS Norwich CCG will inevitably and regularly attract the interest of the media. As an open and honest organisation, the CCG must support the fostering of good working relationships with journalists. We recognise the significant role media coverage can play in people s perceptions of NHS services and their understanding of how to use them. It is important that NHS Norwich CCG; Adopts, where possible, a proactive approach towards the media; Recognises the value and importance of the media as a means of communicating with patients and the public; Promotes positive media coverage about the CCG s achievements for the local community; Handle negative stories effectively and openly, encouraging fair reporting; Support staff to work with the media and take part in media interviews where agreed and appropriate; and Ensure messages about NHS Norwich CCG and local NHS services are clear, consistent and accurate. NHS Norwich CCG s overall principle when working with the media must be to ensure that the right people are conveying the right message, at the right time, and to the right audiences. The principles for achieving this have been developed with key members of the Norfolk media and are: Initiating proactive news in a timely manner; Anticipating reactive media issues and being pre-prepared for enquiries, where possible; Treating journalists impartially and respectfully; Meeting media deadlines wherever possible; Giving staff support and guidance to undertake media work; Providing appropriate members of staff for interview, where possible and suitably prepared; Providing clear, accurate information; 21
Respecting staff, patients and carers right to confidentiality and dignity; and Dealing with enquiries in an open and honest manner in accordance with the Freedom of Information Act 2000, but with regard to Caldecott/Data Protection restrictions. The Chief Officer has overall responsibility for media issues. Managers at all levels are responsible for ensuring that the staff for whom they are responsible are aware of and adhere to their obligations in relation with dealing with the media. The Media Team at NHS Norfolk Commissioning Support Unit are experts in their field and will act on behalf of NHS Norwich CCG in all matters relating to media handling. The Media Team at NHS Norfolk and Waveney will: Act as the main contact for the media for NHS Norwich CCG and make sure all other relevant members of the clinical board and staff are briefed on media enquiries or issues; Work with the Chief Officer and Chair of the Clinical Transition Board in managing the organisation s relations with local, regional and national media organisations; Support the NHS Norwich CCG Management Structure in fostering a culture of openness and transparency in the organisation, managing the reputation of the organisation, and linking the organisation to internal and external stakeholders; Log and monitor all media contacts, give advice and support to all NHS Norfolk and Waveney staff including those taking part in media interviews; Issue agreed statements/information to the media on behalf of NHS Norwich CCG; Draft and issue agreed press releases; Ensure a co-ordinated response to any enquiries affecting other partner organisations; Provide expert, practical support in the event of a negative media issue; Provide agreed response to any letters, articles or news coverage which is considered to unfairly portray NHS Norwich CCG in a bad light (except where this would not be constructive); Provide a sounding board and expert opinion to any staff member with a positive story idea or concern over a possible negative media issue which could develop; and Provide access to training when appropriate. All staff at NHS Norwich CCG should:- Raise any queries or questions regarding the handling of the media with a member of the media team; Ensure that any media call made direct to them is referred to the media team, unless it has previously been agreed that they should deal with this issue direct. 22
They should not give a comment to a journalist without permission from the Chief Officer/Chair/nominated deputies, in liaison with the media team; Help the media team provide the media with information as required, in time for deadlines if possible. Meeting deadlines is often crucial to ensure balanced coverage of NHS Norwich CCG s position. A story may otherwise run without our comment; Inform the media team if you have been approached by the media for comment or made a comment at a public meeting which could have been picked up by a journalist; Inform the media team of any issue which might create positive or negative interest from the media. Don t go direct to the media; Raise any media-related concerns with communications, including any need for media awareness/interview training; Be aware that when interviewed by the media (after agreement and preparation with media team) they are speaking on behalf of NHS Norwich CCG, not personally; and Inform the media team if they are aware of a news story which has been reported with significant inaccuracies. 12 Crisis Communications A 24/7 emergency on-call communications function to support similar arrangements for directors and public health will be provided by the communications team in the commissioning support service. On an everyday basis, the CSU will work to its media policy that provides for robust media response and rebuttal where appropriate. Individual plans exist for major issues, such as pandemic flu and swine flu. For the NHS, a major incident is defined as: any occurrence that presents serious threat to the health of the community, disruption to the service or causes (or is likely to cause) such numbers or type of casualties as to require special arrangements to be implemented by hospitals, ambulance trusts or primary care organisations. (Department of Health Emergency Planning Guidance 2005) The duty for communication with the public is based on the belief that a well-informed public is better able to respond to an emergency, and to minimise the impact of the emergency on the community and on NHS services. Media liaison and handling is an integral part of planning a response to any major incident. In Norfolk and Waveney, media protocols and joint working procedures are in place to ensure consistency of messages provided to the media. Almost any major incident will generate media interest, on a national and even international scale. Media handling on both local and national levels is an integral part of emergency planning because: 23
The media will be used as the main channel for communicating with the public. Organisations will be required to utilise the media for information dissemination at each stage of an incident; local media will play a key role in message dissemination where an incident is localised; The national media reach millions of people and it is therefore important to ensure they have accurate and timely information. 24
13 Budget As an approximate guide for the CCG, an internal budget will need to be identified for all involvement and engagement activity on an annual basis from April 2012 onwards. It is expected that the engagement manager appointed by the CCG will hold responsibility in conjunction with the Director of Operations and Clinical Transformation, an example of the costs associated with effective involvement and engagement is detailed below: per annum Holding public meetings and focus groups - including venue, sound systems, interpreters, refreshments, advertising, postage costs, etc Production of surveys, printing, and distribution providing copies in alternative formats and languages Production of formal 90 day consultation documents including graphics, printing, alternative formats (easy-read, Braille, audio) and distribution 5,000 (based on 4 per year) 8,000 (based on 3 per year per CAT) 10,000 (based on 3 per year) Use of Your Voice for representative sample of population to complete questionnaires (Norwich Health CCG proportional payment) 1,500 Reimbursement of travel/carer/child care expenses for patient and public attendance at Norwich Health CCG led meetings 1,000 Room hire for Norwich Community Involvement Forum meetings 650 Secretarial services for the Norwich Community Involvement Forum 600 On-going website costs including sick adviser) 10,000 Freepost address through Royal Mail 3,000 36,753.00 14 Review This Strategy will be reviewed on an annual basis to ensure that it continues to meet the needs of NHS Norwich CCG, through the transitional phase to an authorised health organisation and beyond. 25
If you want to speak to someone regarding this strategy or to request this document in another format including Braille, please call Laura McCartney-Gray on: 01603 751638 or email: laura.mccartney-gray@nhs.net 26