Stakeholder Engagement Strategy1[1]

8/8/2019 Stakeholder Engagement Strategy1[1]

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Foreword

The aim of this strategy is to join the community in understanding and promoting the

sustainable use of the River Hamble Estuary Hamble. As the stakeholders come from suchvaried backgrounds the strategy involves describing how to raise awareness, gain involvementand ultimately commitment to the by stakeholders within the local community.

Stakeholder is used as a generic term for all members of the local community who have aninterest or who are affected by the changing circumstances at the estuary.


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Executive Summary

This strategy has been produced by the Southern Marine Management consultancy and outlinesa stakeholder engagement strategy for the community of Hamble and the surrounding areas.

The estuary is used by several different parties without interaction or communication, it istherefore important for the long term sustainability of the site that all concerned parties areequally engaged.

The management of the site as well as the engagement of stakeholders will only be successfulwhen based on appropriate communications where direct, clear messages are put across, byusing appropriate methods, to the stakeholders in a planned and systematic manner.


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The objective for the stakeholder engagement strategy is to interact with all stakeholders to thedegree required by the level to which the future of the estuary will affect them. The necessary

level of engagement will vary according to their interests and role at the site.

Introduction

2.1 Purpose

This document describes and defines the Joint Communications & Stakeholder Engagement

Strategy and Plan for NPfIT in Worcestershire Local Health Community.

2.2 Aim

The aims of the document are to:

y outline the objectives for stakeholder engagement at the River Hamble Estuary


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y define the communication & stakeholder engagement strategic approach withinWorcestershire Local Health Community

y define the development of communication and the key messages

y identify the stakeholder groups (target audiences)

y identify the channels of communications for these stakeholders

y define the means of monitoring feedback and evaluating the success ofcommunications

y plan activities.


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3. Objectives of the Strategy

The Hamble stakeholder engagement strategy is a six month programme that will establish the

policies that deliver the sustainable use of the River Hamble estuary over the next twenty fiveyears. The reality is that there are numerous stakeholders that have a vested interest in theestuary, and all have differing opinions as to the best plans to implement for the future.

The key objectives of River Hamble Estuary Stakeholder Engagement Strategy will be to:

y raise awareness of NPfIT, particularly with reference to the benefits for patients and theimpact on the work environment including security issues

y ensure that NPfIT is seen as a service improvement programme that enables the widermodernisation of healthcare services

y ensure communications around the key messages are consistent throughoutWorcestershire Local Health Community and that stakeholders have clarity around thedifferent elements of NPfIT, its implementation and what is required of them

y ensure that stakeholders are listened to and that they have appropriate channels tofeedback their ideas and concerns, raise issues, ask questions and find out moreinformation


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The Strategic Approach

4.1 The Path to Commitment

Worcestershire Local Health Community communications & stakeholder engagement will befocused on the effective engagement of stakeholders across the LHC. The graph belowshows the three stages of engagement that differing stakeholder groups will be placed onthe curve depending on their role and involvement in NPfIT.

The strategy has three elements aimed at taking stakeholders to the required levels ofengagement in order to create the conditions for successful implementation of NPfIT.

These are:

y A GENERAL AWARENESS element which will take stakeholders to a general level ofawareness of NPfIT

y An INVOLVEMENT element for those affected by NPfIT, which will take them furtherup the curve, from awareness to involvement

y A COMMITMENT element for key stakeholders which will take them to fullcommitment at the top of the curve

The level of change required will vary for each stakeholder group and also within eachgroup dependant on the individuals level of involvement. The time needed to move groups

through the stages of the engagement curve will vary. Communicating the right message atthe right time to the right people will be critical in ensuring that the required level of

programme understanding and support is achieved.


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4.2 The Planning Approach

Based on the guidance provided by the WMS SHA the following high-level actions will betaken in the development of the Communications & Stakeholder Engagement Plan:-

1. Confirm phase-release dates and main project deployment dates (ie Programmelevel deliverables)

2. Develop key messages for (1)

3. Work with the champions for the specific deployment projects to develop a localcommunications and stakeholder engagement strategy. This will be undertaken bythe project managers and supported by the communication leads.

4. Implement the plan

5. Developing communication

There are a number of media which should be employed to implement the CommunicationsStrategy and Plan. The channels of communication will be determined by availability,

practicality, cost and appropriateness.

6. Key Messages

There is a need to ensure that the key objectives of the Worcestershire Local Health Community

Communications & Stakeholder Engagement strategy are realised by reinforcing the objectivesthrough a series of key messages for each of the stages of stakeholder engagement.

In the context of the proposed approach to engagement described above, these key messagescan be expressed as answers to the following questions:

6.1 Awareness

6.2 Involvement

6.3 CommitmentMessages to engage the key stakeholders within Worcestershire Local Health Community

6.6 Key media for communications

All communications are to be branded Making IT Happen as the national programme. This

is to ensure everyone associates all communication with the same product.

Suggested regular communications

1. Websitey Purpose: To incorporate all materials for NPfIT and link to the national NPfIT

website. To have an interactive section where people can post questions and getanswers.

y When: ASAP

2. Generic newslettery Purpose: Rolling update.

y When: As soon as practicable then as and when necessary


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3. Role benefit newslettery Summary newssheets outlining the benefits for NHS staff involved.

4. Generic presentationsy To be considered as part of the project level communications. All communications to

include generic NPfIT benefits and role benefits if appropriate.

Communications Evaluation Approach

During or after the execution of each communication, Worcestershire Local Health Community,with CSC Alliance support, will evaluate the activities undertaken to assess the success of eachevent, and how far the stakeholder groups have moved towards the desired objectives. This willenable activities to focus on those that are proving more effective, giving a temperature check

of the acceptance of the programme and an indication of how groups are positively movingthrough the engagement curve.

Evaluation feedback mechanisms will be simple to ensure sufficient comments are received inorder to:

y help steer the content of future communicationsy capture the needs of the audience

y ensure the information being communicated is being received by the targeted group

y check that the information being communicated is understood by the targeted group

y help identify solutions to problems

y gauge resistance

y ensure expectations are being managed

It is envisaged that evaluation will take place at different levels i.e. Local Health Community,

individual Trusts and PCTs ,and separate locations. This could be undertaken through a numberof routes including:

y telephone or e-mail surveys

y feedback from staff (de-brief events, use of stakeholder analysis, informal and verbalfeedback etc.)

y actual attendance at events, and numbers of requests for further information

y willingness and enthusiasm for further involvement (number of requests for and formalexpression of interest in involvement)

y listening groups these would be established across the LHC to access regular feedbackon communications in general

y open channels e.g. generic email and/or intranet contact for people to provide feedbackand ideas at any time

y use of key stakeholders for feedback through their regular contact with impacted staff

Effective listening will be vital. To be successful communications must be two-way andfeedback must be processed quickly, professionally and efficiently. It must be recognised that

this activity can become extremely resource hungry.


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Risks / Issues Impact Likelihood Mitigating Action

Timescale for localimplementation isundefined - too muchtoo soon or too littletoo late

Impacted staffandorganisationsnot ready forimplementation

Unlikely Ensure that agreeddeployment timetable isdisseminated to all affected

parties

Not allcommunicationschannelled throughthe correct team toomany points of contact

Uncoordinatedandunprofessionalimage with

Incorrect orconfusingmessages

Likely Correct channels for approvaland co-ordination to be clearlyset out and communicated

Language is too

technical/projectmanagement based

Confusing

messages whichalienate targetaudiences

Likely Provide style guides and

establish an approvalsprocess which is clearlyunderstood

Resources do notbecome available to

participate in

communicationnetworks/teams

Opportunity forco-ordinationand the sharing

of good practiceare reduced

Possible Provide a range of alternativenetwork opportunities suchas telephone conferences;

comms newsletter; emailnetwork; extranet comms site

Local unions are notproperly engaged inthe change process

Union objectionsregarding work

process changes

Possible Establish a mechanism toensure that the Unions arespecifically targeted forcommunications around the

planned deployments

Issues to consider:

MONITORING IMPLEMENTATION

Trust

All of the stakeholders taht have the same basic interests are initially put together in order to talk

through the finer points of each agenda. This will help them realise that there are too many issues tofeasibly rectify. It is important then to ensure that the different groups come up with several pointswhich they all agree on which they can present at the future general meetings.

Agendas

The stakeholders, at the preliminary meetings, will all have the chance to put across their agendas.Through a kind of peer assessment, the group can vote on which agendas overall they think are ofthe upmost concern. These agendas will then be focussed on. This will also help to counter anyproblems of the stakeholders only being in it for themselves. Democracy will serve as the best meansof fair representation.


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Not worked together in the past

With the preliminary meetings, the different stakeholders are given the opportunity to get to knoweach other. It is a far more productive way of introducing 30 different parties at once and see howthey get along. When the groups are brought together, further introductions can take place wherenecessary.

Mix of knowledge and skill

The meetings with the stakeholders who share some of the same ideals will be able to educate otherson their specialist area, with this smaller group it will be much more productive than with a largergroup of people.

Bias

Stakeholder Engagement Strategy1[1]

Documents

Transcript of Stakeholder Engagement Strategy1[1]