8/7/2019 CSR case study_South East Coast SHA_Sept2010
1/2
t. 020 8840 4450 www.article13.com
CSR case study September 2010
STAKEHOLDERINSIGHTTOSUPPORTPATIENTCAREPROJECT OVERVIEWArticle 13
and South East Coast Strategic
Health Authority (SHA) undertook the initial
planning with patients and the wider public
for a 10 year strategic plan to address the
level, quality and future development ofpatient care in the
South East Coast region of
England.
The projects objectives were to enable service
user input into the vision and then test theresultant strategy
for the Darzi review of the
regions healthcare with local citizens. Eight
patient pathways were explored using focus
groups and visual minute taking to agree a
common understanding and set clear criteriaand plans for the
future, covering maternity
to end of life care.
BACKGROUND & CONTEXTThe aims of the engagement were to:
Reach a representative sample of thepublic and capture insight
from a wide
range of stakeholders;
Capture actual experiences (currentimpacts);
Collect ideas for improvement (unmetneeds);
Gain real local and regional insight(geographical basis, e.g.
Brighton vs rural
Kent).
The outcomes would then be recorded and
analysed to provide a credible evidence base
and resource for clinical teams leading on
service development, as well as to provide
governance regionally and create an effectivesocial marketing
programme targeting
service users.
METHOD & PRACTICE Stakeholder theory and mapping
processeswere utilised to ensure accurate targeting of
communities and quality responses
(including traditionally underrepresented or
excluded groups).
Eight focus groups involving patients andcarers with relevant
and recent experience of
services were used to gather insight into eight
patient pathways from a representative
sample of the regions public.
Highly creative visual minute techniqueswere used to elicit true
consumer and citizen
insight. The visual minutes produced a focus
for the discussions and a creative wall-sized
record of what was discussed.
The process was informed by the socialmarketing benchmark
indicators advocated
by the National Social Marketing Centre.
RESULTS OVERVIEW
The use of stakeholder engagement expertise
and the social marketing benchmark
indicators has achieved results which have
broader appeal and longer term effectiveness.
In addition to the stakeholder insights for the
10 year strategic plan, outcomes include:
A legacy of visuals; Capacity building in the use of
creative
tools to ensure full involvement; and A database of voluntary
sector and
community groups.
8/7/2019 CSR case study_South East Coast SHA_Sept2010
2/2
t. 020 8840 4450 www.article13.com
CSR case study September 2010
APPLICATION OF THE SOCIAL MARKETING INDICATORSThe following
summary outlines how six of the eight social marketing indicators
advocated by
the National Social Marketing Centre were employed to guide the
process of gatheringstakeholder insight into service
development.
Customer orientation Current patient and carer (customer)
experience.
Customer vision for the future; whatlanguage they used, the
context for
them and how they would like to be
communicated with in future.
Clinical team objectives.Insight
Person-centred approach and theimportance of shared
understanding.
Recruitment approach that ensuredtraditionally hard to reach
groups were
reached, ensuring local voluntary and
community input.
Competition Other programmes in the region taking
place at the same time.
Previous consultations.
Stakeholder segmentation By pathway; informed by
urban/rural,
health inequality:
1. Mental health;2. Children and youth;3. End of life care;4.
Acute care;5. Long term conditions;6. Planned care;7. Maternity and
birth;8. Plus staying healthy.
Methods mix Highly interactive focus groups. Creative research
techniques. Highly creative engagement tools to
ensure full involvement. This helped to
surface the language, barriers and even
solutions.
Theory The techniques were drawn from
theory-based frameworks.
Years of experience to ensure abroad and robust understanding
of
patients, carers and other
stakeholders, and identify goals and
targets for behaviour and insight.
