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WhatmatterstothePubl ic

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Published on January 17, 2008

Author: Davidino

Source: authorstream.com

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What matters to the public? :  What matters to the public? David Flory Director General NHS Finance Performance and Operations, DH Sian Jarvis Director General, Communications, DH Jonathan Nicholls Research Director, Ipsos MORI Social Research Institute Belief in the Principle of the NHS:  Belief in the Principle of the NHS % Q10 Which of the following statements best reflects your thinking about the NHS? Base: English adults age 16+ (c.1,000 per wave) The NHS is crucial to British society and we must do everything to maintain it The NHS was a great project but we probably can’t maintain it in its current form Don’t know Slide3:  Equity and fairness remain at the heart of the public view of the NHS Percentage of people opposed to an “NHS for the poor only” (British Social Attitudes Survey) Slide4:  Agree Disagree Don’t know “Britain’s National Health Service is one of the best in the world” Base: British public, 18+ (1,001) 12-17 January 2006 Real affection for the brand idea Slide5:  David Grainger from global agency FutureBrand “Powerbrands work on two levels – rationally and emotionally. They are loved beyond the service they provide which creates high expectations. But in return you get great loyalty” A powerbrand Slide6:  % satisfied Outpatients (83%) A&E (70%) GP (87%) In-patients (80%) NHS Overall (57%) 40 50 60 70 80 90 100 Base: English adults age 16+ (c.1,000 per wave) The perception gap: satisfaction of users vs non-users Slide7:  Base: c.1,000 British Adults % net better Education NHS Public transport c. 1,000 British adults aged 18+ interviewed by telephone -19% -5% 3% 9% 4% Q. Thinking about the NHS over the next few years do you expect it to get better or worse? Despite affection, a lack of confidence Slide8:  % Base: c. 1,000 adults 18+ Q: What do you see as the biggest problems facing the NHS? What else? Top 5 problems facing the NHS Lack of resources/ investment Long waiting lists/times Bureaucracy/ top heavy/ poor management Not enough doctors/ nurses/ understaffed Poor standards of cleanliness/super-bugs/ MRSA Slide9:  The Times, 8 June 2006 Slide10:  All mentions 10% or above Q Overall, what do you see as the biggest problems facing the NHS? Poor standards of cleanliness/ superbugs/ MRSA Lack of resources/investment Long waiting lists/times Bureaucracy/top-heavy management Poor pay for NHS staff Overworked staff Hospital closures/lack of hospitals/ facilities Not enough doctors/ nurses/ understaffed March 2007/ 1000 English adults interviewed face-to-face What is the public unhappy about? Slide11:  But little confidence in how the money is spent Slide12:  The government has the right policies for the NHS % Agree Q To what extent, if at all, do you agree or disagree with the following statements? The NHS is providing a good service nationally My local NHS is providing me with a good service % Disagree (-36) (+16) (+62) I am satisfied with the way the Government is doing its job overall* I was satisfied with my last visit to hospital (-10) (-47) -31 March 2007/ 1000 English adults interviewed face-to-face Trust is built locally Slide13:  Support for the Government Age: 35-54 yr-olds are most negative Staff bad-mouthing Poor experiences of A&E services Media coverage Gender – women are most negative Positive experiences of inpatient services Greatest drivers of overall satisfaction Weaker drivers of overall satisfaction What drives public perceptions Slide14:  Inevitable political debate is challenging Media can always find examples of failure Staff engagement matters given size Need to encourage local rather than national to personify the NHS – an implicit contradiction Do need some quick wins We know what these are for patients and staff Discussion:  Discussion What does this mean for NHS Leaders? How do you know what matters to your public locally? Good Practice Locally:  Good Practice Locally Derek Campbell Chief Executive, Liverpool PCT What’s good practice:  What’s good practice Developing an outside of Hospital Strategy Our aim:  Our aim Gauge public and stakeholder opinions and expectations of current and future primary care services Establish priorities in the light of trade offs for practicality and sustainability Develop an iterative approach Deliver a truly innovative, enjoyable and patient-led process, which is representative of the local population and inclusive of harder to reach groups Deliver findings which are sufficiently detailed to provide guidance for driving forwards the outside of hospitals strategy Demonstrate an easy to understand, robust and transparent deliberative process and establish a model of best practice for engagement with public and stakeholders Lessons:  Lessons We had a core script and stuck to it Clinician led Media savvy Celebrate the limitations Bend the budget Don’t show the end – then people can still contribute Its changed the way we think about commissioning Slide25:  The case for investing in communications To be good at CPA, make sure Comms are effective………..:  To be good at CPA, make sure Comms are effective……….. Base: All London Councils in ALG consortium % who feel they are kept well informed about the services provided by the council No top performing councils are poor communicators:  No top performing councils are poor communicators Base: London Councils 2003/4 BVPI results Excellent rated by Audit Commission % who feel they are kept well informed about the services provided by the council Kent is top dog on overall Satisfaction :  Base: BVPI surveys 2003/4 Hants East Sussex Kent is top dog on overall Satisfaction Cheshire Kent Kent on complaint handling:  Base: BVPI surveys 2003/4 Cheshire East Sussex Kent Kent on complaint handling Hants Satisfaction with Libraries :  Base: BVPI surveys 2003/4 Cheshire Satisfaction with Libraries East Sussex Kent Hants Satisfaction with Parks/Open Spaces :  Base: BVPI surveys 2003/4 Cheshire Satisfaction with Parks/Open Spaces East Sussex Kent Hants Or on Satisfaction with Sports/leisure facilities:  Base: BVPI surveys 2003/4 Cheshire East Sussex Or on Satisfaction with Sports/leisure facilities Kent Hants So is it because Kent is streets ahead on Communications? :  Base: BVPI surveys 2003/4 Hants Kent So is it because Kent is streets ahead on Communications? Cheshire East Sussex Slide34:  Below £20,000 Q Excluding salaries, what is your organisation’s total annual communications budget (including publications, events, websites, Freedom of Information requests etc)? More than one in ten trusts spends under £20k on comms £20,000 – £39,999 £40,000 – £59,999 £60,000 – £79,999 £80,000 – £99,999 £100,000 – £149,999 £150,000 – £199,999 Over £200,000 Base: All respondents (140), Slide35:  Q Excluding salaries, what is your organisation’s total annual communications budget (including publications, events, websites, Freedom of Information requests etc)? But compared to local government, you’re paupers Under 80k £80,000 – £99,999 £100,000 – £149,999 £150,000 – £199,999 Over £200,000 Base: All respondents (140) Better performers spend more in local government……….:  Better performers spend more in local government………. Base: 310 authorities 2004 – LGA/MORI Communications Study % spending over £750k per annum – total spend, staff, print etc Excellent/ Good Fair/Weak/Poor Council Newspapers/Magazines:  Council Newspapers/Magazines % recall council publication Q Have you ever seen a copy of [the Council’s] Newspaper? MORI Normative data Base: All respondents Council Newspapers/Magazines:  Council Newspapers/Magazines % recall council publication Q Have you ever seen a copy of [the Council’s] Newspaper? MORI Normative data Poor Performers Base: All respondents Slide39:  Satisfaction with council (%) Correlation -0.75 Base: BVPI 2006 (130 Single, Upper Tier and District Ipsos MORI client authorities) Feel informed by Council about Services and Benefits it provides (%) Clarity about what you provide matters Kensington & Chelsea Haringey Oldham Bedfordshire Bury Westminster City of London Bromley Slide41:  Better Trusts most likely to have a marketing strategy Q Are you developing, or have you already developed, a marketing strategy to enable your organisation to market its services to the public? Base: All respondents (140) Split by HC Use of Resources Score Excellent/Good (37*) Fair /Weak (60*) Slide42:  And better Trusts can back this up with bigger budgets Q Excluding salaries, what is your organisation’s total annual communications budget (including publications, events, websites, Freedom of Information requests etc? Base: All respondents (140), * small base, ** very small base (under 30) Split by HC Use of Resources Score Excellent/Good (37*) Fair /Weak (60*) What should we already be doing? :  What should we already be doing? The NHS: a strong brand Prospectus – your guide to local health services Tell people about what is being provided… Roadshows and health checks Health needs assessment Formal consultations Local media Annual reports Annual general meetings

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