Communications and Engagement Strategy

Transcription

1 Communications and Engagement Strategy

2 OUR VISION To improve the health and wellbeing of our local communities About the Scarborough and Ryedale CCG Our CCG buys local health services on behalf of 119,000 people registered with 15 GP practices in Scarborough and Ryedale At the heart of our CCG is our governing body; of the 13 members, six are local GPs In 2015/16 we spent 173million on heathcare services, in and out of hospital, for our residents We directly employ 25 people based in our Scarborough office but we also employ staff, who work across North Yorkshire, at the Partnership Commissioning Unit, who help us buy mental health services, children and maternity services and continuing healthcare Our patient relations and communications and engagement services are delivered on behalf of the CCG, by Scarborough Borough Council Our three priorities To commission sustainable, high quality services within the available resources (people, money, buildings) To deliver a stronger community system, integrating care across the whole care economy To secure improvement in priority areas of health need and reduce health inequalities Our Challenges We commission services for a wide area, parts of which are very rural and other parts which are highly urban. There is a higher than average proportion of older people in our population and levels of disadvantage in some areas are very high. As a commissioner we face particular challenges from an ageing population and increasing demand for health services. Local health inequalities are high and it is often difficult to recruit for health and social care roles locally. In line with other NHS and social care organisations we face increasing financial pressures. We are therefore seeking to meet these challenges head on, by working with our partners to find new and alternative ways of delivering health services. 2

3 OBJECTIVES Through robust communication and engagement, we aim to achieve excellent relationships with patients, carers and our partners. Purpose of this strategy E EVERYONE has a stake in the health of their community. Health matters to people and we want effective communication and engagement to be at the heart of what we do. This is our second communications and engagement strategy and we aim to build on what we have achieved so far and continue to improve. In developing this strategy we have looked at what we do well, what we would like to do more of and the things we would like to do better. Most of all we want to listen to our patients, their carers and representatives to make sure we secure the best quality services we can with the resources we have available. Our Communications and Engagement Aims Uphold our commitment to no decision about me, without me Listen and take patient experiences into account when we are developing local healthcare services Communicate to ensure our staff, partners and patients are kept informed, with access to information people need, when they need it Recognise potential barriers to communication and engagement and be open and accessible to all of our community Our Objectives To use patient and community perspectives and experiences to improve the quality of our commissioning and improve health outcomes To build confidence in the organisations and raise awareness and understanding of the CCG, its role and the challenges it faces To build excellent relationships with patients and our partners Communicating with our staff We recognise we need to communicate effectively within our organisation as well as more widely within our community. Our internal communication aims To contribute to good staff morale through effective communication across all parts of the organisation To create the culture and opportunities to encourage staff to be involved and engaged with the key activities of the CCG To ensure staff are well informed and have the information they need, when they need it 3

4 EQUALITY The Equality Delivery System (EDS) was commissioned by the national Equality and Diversity Council in 2010 and launched in July It is a system that helps NHS organisations improve the services they provide for their local communities and provide better working environments, free of discrimination, for those who work in the NHS, while meeting the requirements of the Equality Act The EDS was developed by the NHS, for the NHS, taking inspiration from existing work and good practice. W E have legal duties under the Health and Social Care Act 2012 to enable: Patients and carers to participate in planning, managing and making decisions about their care and treatment through the services we commission The effective participation of the public in the commissioning process so that services reflect the needs of local people This includes things like consulting on our commissioning plans, taking account of findings from Healthwatch, including lay members on our governing body, involving patients in decisions about their care and involving the public on changes that affect patient services. The NHS Constitution (2010) Our duties also places duties on us and sets out rights for patients to be involved in the planning of healthcare services, the development of proposals for changes in the way services are provided and decisions made affecting the operation of services. Equality lies at the heart of the NHS and we also have duties under the Equality Act 2010 to promote the fair treatment of people regardless of any protected characteristic, such as race, gender, sexuality or disability. We also take account of the Equality Delivery System for the NHS (EDS) which is a tool that helps us understand how equality can drive improvements and strengthen the accountability of services to patients and the public. 4

5 THE TEAM Communication and Engagement is embedded within the work of the whole organisation and to support this work the CCG has a Communications and Engagement Team. The service is delivered by Scarborough Borough Council, on behalf of the CCG. Key staff within the Communications and Engagement Team include: Julie Hardiment Communications and Engagement Manager Tim Readman Communications Officer Matthew Joseph Engagement Officer Bridget Read Engagement Officer T HE CCG Communications consultation can be undertaken and Engagement at all stages of the engagement Committee (CEC) is cycle. responsible for ensuring effective communications and engagement across the CCG. Activity will also tie in with the CCG s wider Operational Plan The CEC will support the delivery this year and subsequently. of the Strategy and is responsible for monitoring and managing Members of the Communications performance against the priorities and Engagement Committee and the action plan. The CEC makes recommendations to the CCG Board in relation to communications and engagement requirements. Andy Hudson (SRCCG Lay Governing Body Member) chairman Sally Brown (SRCCG Associate Director of Corporate Affairs) Dr Clive Diggory (SRCCG Board Member) Carolyn Liddle (SRCCG Board Member) Jo Ireland (CCG Contract Manager, Scarborough Borough Council) Within the framework of the strategy the Committee will oversee the operational workplan and priorities for the Communications and Engagement Team and help to overcome any issues or barriers to effective delivery. Any service changes where consultation and communication is required will be raised with the CEC at an early stage, so that effective and meaningful Our approach How communications and engagement is delivered within the CCG Governance Julie Hardiment (Communications and Engagement Manager) and other members of the communications and engagement team. 5

6 Our approach THE GOLD STANDARD In 2015, the CCG maintained the standard needed for the Customer Service Excellence Award, scoring compliance plus in seven areas and four partial compliances. Assessors said: The level of insight continues to improve and consultation is fully embedded within the commissioning process. No services are commissioned without appropriate consultation and engagement with customers and communities of interest. The customer-focused ethos has also become embedded within the organisation with staff seeking to ensure services are delivered at as local a level as possible and improving customers journeys. Delivery and overall performance is good. Partnership working remains a strength. How communications and engagement is delivered within the CCG Customer Service Excellence Model (CSE) W e want to provide good quality services that put the patient at the centre of everything we do. To help us achieve this, we have adopted the framework of the government standard for achieving Customer Excellence. The standard has a particular emphasis on developing customer insight, understanding the users experience and measuring service satisfaction to help drive customer focused improvements. We apply this model to our customers who might be patients, carers, or members of the public. The table below highlights the key Customer Services Excellence Model elements and some examples of how we put these into practice. CSE Element 1.1 Customer Identification in depth understanding of the characteristics of current and potential customer groups based on recent and reliable information developed customer insight about our customer groups to better understand their needs and preferences to make particular efforts to identify hard to reach and disadvantaged groups and individuals and have developed services in response to their specific needs. 1.2 Engagement and Consultation A strategy for engaging and involving customers using a range of methods appropriate to the needs of identified customer groups Consultation of customers is integral to continually improving services and customers are advised of the results Strategies for consulting and engaging with customers are regularly reviewed to ensure that the methods used are effective and provide reliable and representative results Example of how we have put this into practice Use of a wide range of data and information about our community, including demographics, disadvantage, illness and disability and health profiles to inform our priorities such as healthy ageing and reducing health inequalities in cardiovascular disease and alcohol Use of a wide range of engagement methods such as public meetings, patient groups, surveys, roadshows and use of the commissioning maze to understand patient needs and views Seeking the views of people with learning difficulties and their carers as part of the engagement on urgent care services Our overall philosophy is no decision about me, without me We have put governance arrangements in place, through the Communications and Engagement Committee to ensure engagement has a high priority and is embedded into our work. We feedback the results of consultation on our website and individual consultees are provided with feedback. We use a range of methods for consultation and engagement and are expanding these, for example, with greater use of social media, where appropriate. We have a communications and engagement strategy, which is reviewed and updated. 6

7 PEOPLE FIRST The Engagement Cycle helps organisations undertake meaningful patient and public engagement for maximum impact. It is a tried and tested, practical resource, used by dozens of Clinical Commissioning Groups (and others) to plan, design and deliver great services for, and with, local people. T HE engagement cycle is a useful tool to help us develop and evaluate engagement with patients, public and our communities at both a strategic and operational level. The model identifies five stages Our approach How communications and engagement is delivered within the CCG Engagement Cycle when patients and the public should be engaged in commissioning decisions and we use this model to help us plan engagement at the right stage in the process and improve our planning and delivery of services. Why engagement is important Business engaging people at the appropriate time makes sound business sense and enables better decision-making Social and political good engagement can lead to more trusting and confident relationships with local partners Health patient and public engagement can deliver improvements, such as more responsive services, improved outcomes, a better patient experience, shared decision-making and self-care Legal There is a statutory duty for Clinical Commissioning Groups (CCGs) to engage patients and the public 7

8 ABOUT THE LOOP The Loop is a virtual engagement network which allows people to get involved and have a say in how local health services are commissioned. Members can decide how much, or how little they want to be involved and can select the aspects of local health they are interested in. W E recognise that one size does not fit all and that engaging effectively means using a variety of methods to meet the differing needs and preferences of our community. For each area of engagement we will assess the intended audience and develop a plan that makes it easy for the public and patients to engage in an accessible and appropriate way. Examples of the way we will engage The Loop. This is a network of people with a particular interest in health issues. We currently have around 150 members and it is our ambition to further develop this network over the coming year Patient Representative Group. This is made up of patients representing each of the Patient Participation Groups (PPGs) in GP practices and provides two way communication between the practice group and the CCG. The Group is an important consultee in relation to service changes and is a forum for representatives to highlight issues Patient views and insight. We will aim to make use of Our approach Engaging and communicating with Communities and Patients Engagement the data and information that already exists which might include things like previous consultations, feedback from complaints or patient experience data. In addition to this we will use a variety of methods to capture feedback from patients and the public. This will include specific consultation with service users affected by any changes. Methods we will use will be tailored to the individual project but might include surveys, focus groups, roadshows, specific events and meetings, patient journeys or one to one interviews Commissioning Maze. This is a simplified simulation of some of the complex commissioning decisions that have to be made on a regular basis. We will continue to use this tool as part of engagement to help plan healthcare in the future Social media. We recognise that social media can be a convenient and effective means to engage with some people on some issues. We are developing a specific social media strategy and action plan to expand the way we use this as part of our engagement plans 8

9 OUR WEBSITE The CCG website is a key source of information for patients, their families and carers, as well as being a useful engagement tool. However, with more than 200 pages, sometimes it isn t easy for people to find what they re looking for. In the coming year, we will carry out a content audit and explore ways of making content easier to find and understand. Our approach Engaging and communicating with Communities and Patients Communications W E will use a variety of communications channels to share information and to let people know about the opportunities to get involved and share their views. Example of the way we will communicate CCG Website. This is a key source of public information about the CCG and we will continue to develop our online presence to improve the ease of use and relevance of the information News media, including print and radio. As well as responding to issues identified by the press we will proactively work with the news media to promote understanding about our work Annual Reporter. Each year we will print a public facing newspaper style document highlighting key points from our annual report, as well as future plans, in a more accessible format Public meetings and events. This includes our interactive Annual General Meeting, which is geared towards public participation. We will ensure our venues are accessible and provide appropriate provision, such as hearing loops, to encourage participation Social Media. We are developing our use of this as set out in our Social Media Strategy We will comply with the NHS Accessible Information Standard and ensure that our communication and engagement is accessible and easy to read. We will provide translations and alternative formats where requested. 9

10 OUR PARTNERS We are committed to working with our partners so we can develop the best possible service for the communities we look after. A key to that success is good communications and engagement done in a timely manner. Our approach Engaging and communicating with our partners E FFECTIVE partnership working is a key objective we cannot deliver good health outcomes working alone. We are committed to working collaboratively with a wide range of people and organisations as part of our commissioning role. The North Yorkshire Overview and Scrutiny of Health Committee (NY OSC). We will continue to maintain and develop a good working relationship with the NY OSC. In particular, we will consult the OSC on service proposals and changes in a timely manner and provide good quality information to inform decision making. North Yorkshire Health and Well Being Board We will continue to be a committed and active member of the Board, working with partners to address local health needs and inequalities and improve health and social care services. Healthwatch We are developing our relationship with Healthwatch and support its important work and role in promoting and supporting the involvement of local people in commissioning and scrutiny of local care services. We have recently introduced new arrangements, which include Healthwatch representatives attending part of the CEC meetings, to facilitate effective communications and joint working, where appropriate. Voluntary Sector Organisations They have an interest and influence in local health care and also have a key role to play in service delivery. We recognise the valuable insight and feedback in relation to health services and issues which the voluntary sector can provide. We will maintain and develop strong relationships with the voluntary sector infrastructure organisations, specifically Coast and Vale Community Action (CaVCA), which covers the Scarborough and Ryedale districts. We will also engage with a range of individual voluntary and community sector groups. Elected Representatives We will brief local MPs and councillors about key health issues and service changes, as well as respond proactively to correspondence received. Local Authorities We will build on our established strong relationships with North Yorkshire County Council, Ryedale District Council and Scarborough Borough Council. We will continue to be an active member of the Public Service Executive (PSE) for Scarborough Borough, which brings together public sector partners to improve services, with a specific focus on integration and shared working. We will share intelligence and knowledge to tackle some of the complex issues, which underpin disadvantage and health inequalities in our area. Providers of Services We will communicate and engage with service providers, partners and colleagues in the wider health service. 10

11 OUR INTRANET There is anecdotal evidence to suggest the CCG intranet is not well used. It s important to establish if this is indeed the case and, if so, why that might be. In the coming 12 month, we will look at this in more detail and, if necessary, look to improve the layout and content of the intranet so it becomes a valuable source of useful information as well as a good tool for engagement. Where appropriate, we will link to content on the main CCG website, rather than duplicate work. Our approach Communicating with our staff and colleagues W E recognise the need to communicate effectively with our staff and colleagues and to ensure staff across the organisations are kept informed about key development and change and have opportunities to feedback. We recognise the challenges where staff are located at different sites and undertake diverse roles. We are looking to reinforce this area through the action plan to develop and expand some of the key mechanisms we use to engage and communicate which include: Staff intranet Team meetings Weekly GP e-newsletters Practice e-newsletters 11

12 INFORMED DECISIONS It is particularly important that we understand the needs and issues of our whole population, including those who experience poorer health outcomes. Our priorities Priority 1: Improve our understanding of the patient experience and the healthcare needs of our community, including harder to reach and disadvantaged groups and individuals and patients whose views we rarely hear. The more information we have and the better we understand the health needs of our communities, the better placed we will be to invest public funds effectively, in quality services that meet the needs of the local population. We want to tackle and reduce health inequalities, so it is particularly important that we understand the needs and issues of our whole population, including those who experience poorer health outcomes. Priority 2: Provide a wide range of mechanisms through which patients and our local community can engage with us; in particular we want to expand our use of social media. The more people who engage with us, the more complete a picture we have to help inform our commissioning decisions. Social media is used by thousands of people locally and provides an important platform to better communicate and engage local communities with our work. 12

13 BUSINESS AS USUAL We want to ensure that communications and engagement is meaningful and part of the normal business of the whole of the organisation, not an afterthought. Priority 3: Maintain and develop strong governance structures and ensure that effective communications and engagement with our partners and our communities is an integral part of the work we do across the CCG. Communications and engagement is an important part of our work. As well as improving our decision making, we have obligations under legislation to involve and consult about our plans and about changes that affect patient services. We want to ensure that communications and Our priorities engagement is meaningful and part of the normal business of the whole of the organisation, not an afterthought. We have a Communications and Engagement Committee, chaired by a member of the Governing Body, ensuring that communications and engagement are embedded. Priority 4: Maintain and develop open and effective communication with our partners and the local community. To engage in honest dialogues about the challenges we face and to provide timely and meaningful information about our work. We face some difficult decisions over the coming years. We want to be open and honest about these challenges and to provide our partners and the local population with meaningful information to engage with us, and the opportunity to feed in their views to help shape our decisions. Priority 5: Ensure we communicate effectively with our staff and colleagues, so staff are kept informed and have the opportunity to share their views. Listening to staff is an important part of effective commissioning and our staff and colleagues within the GP practices will be better able to do their jobs and make decisions if they have the information they need and are able to share their views. 13

14 WHO S INVOLVED? Our priorities NHS Scarborough and Ryedale Clinical Commissioning Group NHS East Riding of Yorkshire Clinical Commissioning Group North Yorkshire County Council York Teaching Hospital NHS Foundation Trust Tees, Esk and Wear Valleys NHS Foundation Trust Scarborough Borough Council East Riding of Yorkshire Council Ryedale District Council A MBITION for Health is an ambitious plan, which has brought together eight local NHS and local authority organisations covering Scarborough, Ryedale, Bridlington and Filey to tackle some of the big challenges in health and social care. It s a key piece of work over the next two years which will require effective communication and engagement. Ambition for Health will have its own action plan through which progress against key milestones will be monitored. Ambition for Health and the four key challenges The changing health needs of communities creating more demand for health and care services Poor health outcomes for people living in deprived areas Workforce pressures created by difficulties recruiting and retaining staff Financial pressures from a reduction in funding for health Ambition for Health and care services The programme aims to address these challenges head on and the ambition will focus on the three main aspects of health and social care: Healthy lifestyles an ambition to help people lead healthy lifestyles, supporting them to take control of their own health to prevent illness Care at Home an ambition to improve the care provided at home and in the community so that health and social care services work more closely together with the aim of preventing people needing treatment in hospital Sustainable services an ambition to ensure that our hospitals and other major services are of high quality, are financially sustainable and that we all have access to the right care, in the right place, at the right time Ambition for Health will be a key communications and engagement priority over the period of this strategy. 14

15 CAMPAIGN PLANNING Right Care, First Time was launched after extensive public consultation across the Ryedale and Scarborough districts. Patient representatives, along with GPs and other clinicians, played a key role in developing the campaign along with the new model for urgent care which was launched at the same time. R IGHT Care First Time is a partnership approach to increase public awareness of how and where people can get the most appropriate care. It has been developed in response to evidence which shows increasing demand for urgent and emergency care. Insight tells us that a significant proportion of patients are accessing emergency care when other forms of care would have been more appropriate. Our priorities Right Care, First Time In addition, doctors estimate that up to half of the patients they see could find appropriate care through a pharmacy or other medically skilled staff, such as a nurse practitioner. Right Care First Time aims to understand better the reasons why patients make the choices they do, to address barriers to accessing the right service and to raise awareness of the full range of services available, particularly NHS 111 and pharmacy services. 15

16 REVIEWING OUR ACTION Progress against the action plan will be reported quarterly. Keeping track of progress T HIS is a three year and the action plan. strategy, although the action plan will be Progress against the action plan reviewed every year. The CCG will be reported quarterly to the Communications and CCG Communications and Engagement Committee is Engagement Committee. And responsible for supporting the details of progress will be delivery of the strategy and for available on the CCG website monitoring and managing and will be included within the performance against the priorities CCG annual report. 16

17 Making it happen: Our Action Plan Priority 1: Improve our understanding of the patient experience and the healthcare needs of our community What we will do Measure of success When it will happen Roadshow events across the patch, targeting different ages, geographical locations, including disadvantaged areas and minority groups to seek feedback on healthcare issues and barriers Number of events Number of participants July October 2016 Engage effectively with our diverse communities and those with protected characteristics Audience engagement with different communities Use any appropriate methods, eg. Easy Read, translations Ongoing Feedback clearly and in a timely way the outcomes of consultation and what we did as a result Feedback posted on the website Evidence of feedback informing decision making Ongoing 17

18 Making it happen: Our Action Plan Priority 2: Provide a wide range of mechanisms through which patients can engage with us What we will do Implementation of the social media strategy and action plan ( ) to maximise the potential of social media across the CCG Measure of success When it will happen As set out in the action plan 2016/2017 (reviewed annually) Continue to support and develop the Patient Representatives Group Level of representation from practices Feedback to PRG on key issues / service changes Ongoing Increase our membership of The Loop Number of new members Ongoing Review our website for content and clarity Review undertaken Action plan developed By March 2017 Investment and support to promote community led involvement in improving health outcomes, through the Community Hub programme (in partnership with Scarborough Borough Council and North Yorkshire County Council Health initiatives delivered in the three existing hubs Expansion of hub programme Ongoing New hub programme from December

19 Making it happen: Our Action Plan Priority 3: Ensure that effective communications and engagement with staff, partners and our community is an integral part of the work we do across the CCG. What we will do Introduce a regular (twice yearly) stakeholder briefing, including feedback from the stakeholder survey Measure of success When it will happen Two stakeholder briefings produced January 2017 Maintain our Customer Service Excellence accreditation Positive CSE assessment Assessment in November 2016 Communication and engagement plans to be developed for all service changes Plans developed Ongoing Maintain a specific Communications and Engagement Committee Committee maintained and meetings regularly Ongoing 19

20 Making it happen: Our Action Plan Priority 4 Maintain and develop open and effective communication with our partners and local community. To engage in honest dialogues about the challenges we face and to provide timely and meaningful information about our work. What we will do Regular briefings for elected representatives on key issues Measure of success When it will happen Timely briefings undertaken Engagement with the OSC Ongoing Proactive use of the local media - investigate the feasibility of a regular local radio slot Positive and balanced media coverage Expansion of radio coverage Ongoing Feasibility undertaken Oct / Nov 2016 Develop positive working relationship with Healthwatch Regular briefings Ongoing Priority 5: Communicate effectively with staff What we will do Introduce a regular staff newsletter Measure of success When it will happen Newsletter introduced January 2017 Introduce a new practice nurse newsletter Newsletter introduced January 2017 Review the intranet for content and relevance Intranet reviewed and action plan developed July

21 Social media strategy

22 Setting the scene S OCIAL media channels give local NHS providers and commissioners the power to instantly connect with thousands of people as well as understand and take on board their views and involve them in local campaigns. Sites like Facebook and Twitter also give organisations the opportunity to reply to questions and objections as well as challenge misinformation. Social media can be exploited to change behaviour patterns and ultimately save money and is a critical demand management tool in an organisation s communications armoury. Writing in The Guardian in 2014, Joe McCrea, a course tutor with the NHS Leadership Academy, said: Social media is no longer a nice to have option for the NHS. It is moving to become mission-critical. Joe is right. He goes on to explain the results of the first comprehensive analysis of the use of social media by the NHS. Among the findings:- Four in five NHS organisations use at least one social media channel for corporate communications and engagement NHS corporate social media use is almost entirely dominated by Twitter, Facebook, YouTube and LinkedIn Overall the NHS is at a state of low maturity in its use of social media 30 million reasons to exploit social media FACEBOOK: With around 30 million accounts, Facebook remains the number one social media platform in the UK by a considerable margin. As a marketing channel, it is very simple to exploit and for very little investment, an organisation s promoted posts can reach thousands of people. INSTAGRAM: The photo-sharing platform has recently declared 14 million monthly active users. It has a much younger demographic than other social media channels almost 40% of UK users are aged compared to 16% on Facebook. TWITTER: There are thought to be around 15 million UK Twitter accounts and with the platform set to eliminate photo and video content from eating into the 140-character limit, it will give users much greater freedom to express themselves. PINTEREST: It claims to have doubled its UK user base in There are now more than 10 million monthly active users and while DIY and recipes remain hot topics, it s possible the platform could be used for health and wellbeing messages. 22

23 Our current position T HE Scarborough and Ryedale Clinical Commissioning Group continues to enhance its social media presence across Twitter and Facebook, connecting with more people than ever before through social media. As we look to raise the profile of the CCG and people s knowledge and understanding of the work carried out by commissioners, social media has a valuable role to play, particularly among people aged between 18 and 54 who are the heaviest users of Facebook and Twitter. It s important we continue to grow our audience and reach. As of May 26, 2016, the CCG Facebook page was liked by 212 people and we had 1,013 followers on Twitter. Just four month s later, we have grown our Facebook audience by almost a quarter (255 likes) and we have more than 50 new Twitter followers. Over the coming 12 months there will be opportunity to grow these figures and reach even more of our communities. In the last 12 months, it s also been shown that spending a small amount of money on Facebook promoted posts can have a big impact, with a campaign to reduce the amount of prescribed paracetamol reaching almost 25,000 people. 23

24 Our priorities in W E will use social media, not just as a broadcast tool, but as a signposting tool and a listening tool, telling it small, telling it often, repeating common themes and key messages using plain English and easy to interpret imagery and infographics. Increase the use of GP surgeries online channels We will use social media to get involved in conversations about health, ask questions and offer advice, integrating our activity with service improvement, listening and engagement. Facebook and Twitter will continue to be an important component in the communications we deploy to:- Raise the local profile of the Clinical Commissioning Group Promote and share good news Encourage public participation in CCG events, activities and campaigns Promote healthier lifestyles Nudge people towards the right care at the right time Highlight pharmacy services Grow interest in The Loop Inform residents of service changes Signpost people towards the CCG website and encourage residents to share content, where appropriate Hold two-way conversations and help us listen Importantly, we will not act in isolation. We will help cascade key health messages from our partners, including NHS Choices, York Teaching Hospital NHS Foundation Trust and North Yorkshire County Council s public health department. Increasing the presence of the CCG in the social media realm will make it easier for us to have a conversation with users and help us promote good news. We will actively encourage people to share our posts and also encourage NHS staff to support, promote and take part in online conversations. Following positive experience in 2015, we will also consider the use of paid-for advertising on Facebook to support CCG campaigns. 24

25 Measuring progress T WITTER and Facebook have excellent analytical tools which will help us determine how successful we are at achieving our aims and objectives. We will use these tools to regularly monitor progress and report back to the Communications and Engagement Committee. The data will also allow us to understand what type of posts work well and the times of day when they are most effective. We will also continue to use Google Analytics to help us understand what people are looking at on our website and, going forward, make improvements to the site where necessary. 25

26 Social media manifesto WE WILL... Double the amount of people that like the CCG Facebook Page by the end of 2017 Increase the number of Twitter followers to 1,500 by the end of 2017 Post key messages and relevant CCG content daily Share and promote public health messages and campaigns from partner agencies Work towards utilising social media as one of our primary routes of community engagement by using it to distribute surveys and prompting discussion and dialogue on a number of service issues Establish clear roles, responsibilities and rotas within the communications and engagement team to monitor and engage with social media content Continue to exploit paid Facebook posts and tweets to maximise exposure of key CCG messages Use social media as a channel to market upcoming CCG promotional and engagement events Use Facebook and Twitter to signpost people to information on the CCG (and other health related) websites Exploit Facebook and Twitter s built-in analytical software to analyse the effectiveness of social media channels in reaching our target audience and implement change when necessary 26