8/7/2019 CSR case study_South East Coast SHA_Sept2010
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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.
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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.