Q32-Comms-Engt-Strategy

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12. Population Behavioural Change 12.1 Stockport’s Clinical Commissioning Group has strong ambitions for the improvement of local services. But in these challenging times, the CCG is aware that it cannot do this alone. As such, a significant section of the CCG’s strategic plan looks at how local people can take responsibility for their own health and only access healthcare services when and where necessary. 12.2 This will require a significant change in current behavioural patterns with regard to healthcare. Much of the focus of the communications and engagement team will be placed on informing local people how to manage their own health, what services to use and when (including a CCG Patient Prospectus) and how to make the best use of the local health service so that it can continue to deliver essential services to a growing population. 12.3 As the budget holder for the local economy, a Clinical Commissioning Group has a number of levers it can use to improve the services we buy from local clinics and hospitals. Stockport CCG has identified communications and engagement as two of its top levers for bringing about changes and achieving its strategic goals. 12.4 SCCG recognises that the public - as patients or customers of our services - are important definers and providers of information on quality. They can also exercise choice. Therefore the effective capturing of their desires and experiences and the provision of intelligence to them to inform choice is a powerful lever in driving up quality across the market. 12.5 SCCG also recognises that we need to take the public along with us on our journey when transforming services and moving more care into the community. Informing them on managing their own health effectively and utilisation of health resources is very important to delivering our vision. 12.6 To effectively use this lever to drive up quality, SCCG makes implicit in its Organisational Development Plan that there is a need for robust patient experience intelligence and excellent communication mechanisms for patients. To use these to support service transformation and greater ownership of their health, we recognise the need for good links with the local authority and local healthcare providers. We will also need social marketing expertise to support clinicians in communicating with the population. 12.7 Social Marketing Social marketing is a method designed to influence voluntary behaviour change of target audiences in order to improve their personal welfare. It utilises the traditional methods of marketing, but rather than selling a product or service - it promotes a behaviour change. 12.8 Stockport’s CCG wants to be able to influence the health behaviours and choices of the public with a view to improving their own health and that of the entire population. An understanding of all the factors that influence behaviour will be an essential starting point. Communications & Engagement <strong>Strategy</strong> 2012-2015
12.9 We will seek to encourage or enable people to act in one or more of the following ways: • to start or adopt a new behaviour • to stop doing something damaging • to prevent the adoption of a negative or harmful behaviour • to change or modify an existing behaviour. 12.10 SCCG will adopt social marketing methods that seek to influence behaviour. This will include focus on: • Personal factors such as aiming to increase knowledge and awareness, change habits and routine • Social factors such as social norms • Environmental factors by facilitating the right conditions to change a behaviour. 12.11 In order to deliver effective social marketing campaigns that not only develop a compelling narrative for the improvements the CCG intends to make but also change the way people see and use healthcare services, the CCG recognises that significant investment will need to be made in ensuring that the communications and engagement function includes skills and techniques to develop truly effective campaigns. Small Change Big Difference Page 24
Page 1 and 2: Communications & Engagement Strateg
Page 3 and 4: We are pleased to introduce this Co
Page 5 and 6: 10 Informed decision making Page 19
Page 7 and 8: 1.6 An overview of our purpose, vis
Page 9 and 10: 3. Communications & Engagement Obje
Page 11 and 12: • Proportional to the scale of th
Page 13 and 14: 5.4 Where possible we will run cons
Page 15 and 16: 6.8 Clear guidance for members of t
Page 17 and 18: 8. Engagement Methods 8.1 We will u
Page 19 and 20: Specifying Outcomes and Procuring S
Page 21 and 22: 10.4 > CAPTURE Local views are regu
Page 23: 11. Feeding Back 11.1 A key critici
Page 27 and 28: 13.5 Examples of where CRM will be
Page 29 and 30: 15. Monitoring Implementation 14.1
Page 31 and 32: Planned Campaigns Theme Timescale K
Page 33 and 34: Planned Campaigns Theme Timescale K
Page 35 and 36: Appendix 2: CCG Comms Plan 1. Backg
Page 37 and 38: Public: o Four GP-led open events:
Page 39 and 40: 9. Monitoring & Evaluation During t
Page 41 and 42: “No Decision About Me Without Me
Page 43 and 44: Number of Local People Consulted So
Page 45 and 46: “I believe that in Stockport we a
Page 47 and 48: The CCG’s Collective Ambition The
Page 49 and 50: David Moore Home Instead Senior Car
Page 51 and 52: The CCG’s Priorities 2013-2016 Th
Page 53 and 54: “Having a good doctor makes a rea
Page 55 and 56: Gladys Hill Xpert patient “My GP
Page 57 and 58: “We do not envy those members fin
Page 59 and 60: “We’re quite lucky in Stockport
Page 61 and 62: “My practice referred myself and
Page 63 and 64: “It is easy to be cynical about n
Page 65 and 66: Appendix 4: SWOT Analysis • Plann
Page 67 and 68: Appendix 6: Equality Impact Assessm
Page 69 and 70: Appendix 7: Version Control Documen

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