The view from the frontline - achieving success and improving patient/public outcomes through effective engagement with health commissioners
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Jane Harris - associate director of communications, Rethink Changing the game: positioning your charity to succeed in the new health service market conference www.charitycomms.org.uk/events
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The view from the frontline - achieving success and improving patient/public outcomes through effective engagement with health commissioners
- 1. Achieving success and improving patient/public outcomes through effective engagement with health commissioners
- 2. Today • What is success? • 3 things that remain the same for charity communicators • 5 things that are different • What has worked (so far) for us www.rethink.org
- 3. What is success? Rethink Mental Illness: • membership charity • campaigning charity • largest voluntary sector provider in mental health Success for us: • Members having a voice in the new NHS • Influencing local health policy • Expanding our services to the NHS www.rethink.org
- 4. What remains the same? 1) Importance of good communications planning: Aim, objective, target audience, key messages, tactics, measurement, evaluation 2) Mission Creating change for your beneficiaries Not becoming most popular NHS provider/partner May need to criticise provision Case is a moral/emotional one 3) Capabilities Some things the NHS or private sector does better Play to your strengths – work with others www.rethink.org
- 5. What is different? 1) Niche audience 2) Audience’s view of the sector “Why are we giving all this money to charities?” eg conflict of interest 3) Tone “The B2B customer is the only one who has to justify his/her decisions” NHS: 2 fold: - to other professionals and - to the public (but some of your emotional pull needs to www.rethink.org remain – you can reach where others don‟t)
- 6. What is different? 4) Promotional mix More about relationships than any other B2B sector 5) Complexity of internal structures/responsibilities Frontline staff have 1:1 relationships Comms staff can seem inexperienced PbR? QUIPP? AQP? AHP? CAF? DNA? www.rethink.org
- 7. What has worked for us So far – it is very early days 1) Iterative process Try things out on a small scale and make changes The audience is changing just as much as your knowledge 2) Investing in audience insight Understanding how this new audience sees us and the charity sector 3) Spending time on internal relationships “Commissioner communications group” Respect frontline staff‟s perspectives www.rethink.org „Makes people feel safe‟
- 8. What has worked for us 3) Keeping our position as the patient and family voice CCGs want to hear from patients – we can help 4) Working in partnership with other charities CCGs are too busy to talk to hundreds of charities 5) Chinese walls Nervous about dual campaigning/provision role 6) Not expecting too much of frontline staff Have a lot of insight, but not necessarily confident in marketing/influencing www.rethink.org
- 9. Lessons Remember who you are (a charity) and what your mission is – don‟t be deflected Value internal opinions – but remember your role as a skilled communicator Recognise the audience and situation is changeable – and change with it (as long as this doesn‟t take you off mission) www.rethink.org
Notas do Editor
- Add 40 year old image – or Ernestine?Add TTC logoAdd image of services – eg crisis?
- Their view of the sector is probably closer to many of the public. Re emotional pull – mention DH asking us to help persuade profs of QUIPP changes
- 4) If you think about the promo mix of advertising, direct marketing, PR, sales promotion and personal selling – more about the latter than anything. Who has a sales team managed by comms? Who has a sales team that is linked to comms? See that in pharmaceutical and private healthcare marketing. This is v different from much of the rest of our work where we rely on PR, advertising and direct marketing. 5) Because comms don’t get the lingo, people think: ‘what on earth can they bring to the table?’ They don’t really understand commissioners.
- V early days - CCGs won’t take over budgets until next April. It is very early days. If I were giving this talk in a year, I’m sure I would be adding some things to the list and maybe taking away a few. 1) Say CCGs will tell you that things are changing a lot for them month to month. Foolish to assume that you can be certain now what the NHS will be like in 6 months time. You can have a good estimate but you need to revise your forecasts as you get new information.
- V early days - CCGs won’t take over budgets until next April. It is very early days. If I were giving this talk in a year, I’m sure I would be adding some things to the list and maybe taking away a few. [add photo of CCG roundtable of some kind][add image of Richmond group]6) Tried training up a large group of staff in what CCGs want from us. But only a few have really got the confidence to use this knowledge in practice. People want some control and input into the work – don’t necessarily want to do it.