Transcript CQC - Care Quality Commission

Agenda Item: 13
Paper no: CM/02/12/12
Strategic Marketing
and Communications
directorate
Strategies overview
Contents
Section
Overview
Strategy for communicating with people who
use services
Page
2-4
6-10
Provider communications strategy review and results
of benchmarking survey
12-16
Digital Strategy (excluding Online Services)
18-23
Media Strategy
25-37
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Our Purpose
‘The purpose of the strategic marketing and
communications directorate is to build CQC’s
reputation as an effective and independent regulator
and to create meaning from our regulatory products
in order to influence health and social care policy
and regulatory policy.’
These responsibilities are discharged through the following teams:
Communications delivery
Media relations
Digital communications
Public affairs
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Our Priorities
Although focused on particular audiences all SMC teams work to five key business
priorities that bring each of the SMC strategies together. These themes underpin
our actions as a team and provide a focus for our delivery.
Clarify CQC’s goals and role, build our reputation, and demonstrate that we effect
change. (All strategies)
Develop a sector-led approach to help providers understand and recognise the value of
our model. (Provider strategy and Digital Comms strategies)
Build understanding among people who use services of CQC’s role, the value of our
public information and the importance of what people tell us in our work. (Public Comms
strategy and Digital Comms strategies)
Develop a strategic approach to demonstrating effectiveness and building advocacy via
media and public affairs channels. (Media strategy)
Promote staff ownership of what we do and how to improve it, by recognising how our
work benefits people who use services. (Internal Comms and engagement strategies)
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Agenda Item: 13
Paper no: CM/02/12/12
Strategy for
communicating with
people who use services
January 2012 – April 2013
Our working assumption
We are one of a number of organisations providing valuable information about health and social
care services that supports choice – the regulator’s view of whether or not providers are
meeting government standards
We target our communications and resources on those who most need to know about our
information and makes the information available in an accessible way
We make our findings publicly available, syndicate them through partnerships with selected
third parties and tailor them to suit that partnership
We test whether our public information meets the needs of people who use services with
key voluntary and statutory organisations, public focus and reference groups
We undertake pilots to identify and evaluate additional sources of user voice, build systems and
processes to track soft intelligence information through our systems
We build our brand online, including our need for feedback
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Where we want to be 2012 - 2013
User communications has a clear remit
We will have defined our role in providing information for people who use services,
continuing to improve it to make sure it is clear, transparent, accessible and
supports our role
We will have identified new sources of valuable, structured ‘soft’ intelligence and
driven improvements to the way we process them
We have improved understanding among representative groups of CQC’s role, the
public benefit of what we do, and what the essential standards mean to them
We will have increased awareness of our brand online
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Improve our public information
Continue to interpret the regulatory model into clear, transparent, accessible public information
on our website, including provider profile v 2, and resolve continuing and new publication
issues through a dedicated task and finish group
Improve the inspection report design and generic content and ensure staff are trained on
writing clear, accessible plain English reports
Continue to improve the new website – downloadable list of up to date basic information about
providers; improved search functionality; alternative formats functionality; more transparent
information about services we have registered but not yet inspected; information about a
service’s record of compliance; location history and deregistered services; RSS feeds
Develop a new website and public content for Healthwatch England
Highlight regular thematic reports about the state of care through fit for purpose management
information
Test public facing policies, messages and products with public focus groups and public
reference group; test web functionality with user testing
Post strategic review, review and refresh all corporate materials and content to provide more
clarity about what we offer to the public, including clarity about role of Healthwatch England
and local Healthwatch; deliver new public corporate content for mental health users
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How we will deliver
Improved access to user voice
Build understanding of CQC role
Pilots with key voluntary orgs
Communications partnerships with
key Third Sector orgs
Other third parties
eg Local Government
Ombudsman
GP surgeries and targeted
groups (regional pilot)
CQC website
Local Authority and statutory groups
newsletters and websites
Local and regional media
Inspection report
Other third parties eg Local
Government Organisation
Digital engagement channels
Local and regional media
(regional pilot)
Improve information to assist
choice
Syndication and search engine
marketing
Public bulletin
Leaflets in ASC/IH locations
Improved web form
Leaflets distributed during inspections
by CQC inspectors
RSS feeds to subscribers
Testing of messages, policies and products via public focus groups and public reference groups;
web functionality tested with user testing
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How we will measure success
Demonstrable increase in baseline awareness and understanding of
CQC’s role amongst targeted groups
April 2013
Increased download rates for our public leaflets
April 2013
Increased view rates for public dashboard
April 2013
Demonstrable satisfaction surveys on information we provide
December 2013
Increased hit rate for received messages in local and regional media
April 2013
Evaluation of user voice pilots demonstrates 20% increase in direct user
voice in QRP and that 20% of targeted additional user voice is of value
to inspectors
September 2012
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Agenda Item: 13
Paper no: CM/02/12/12
Provider communications strategy
review
April 2012 - March 2013
What did we say we would do in
2010/11?
Aim
From
To
Ensure
communication
from CQC is
coordinated and
consistent
Providers receiving uncoordinated,
and often conflicting, information
from various teams across CQC.
Providers receive regular joined up
communication that is relevant, targeted
and consistent.
Providers say they receive clear consistent
advice from CQC.
Embed the new
system of
registration and
compliance
monitoring
Varying experiences of CQC. Lack of
clarity around roles.
Clear, well defined roles so providers know
what is expected of them and who to
contact if they have a query.
Involve providers
in developing
and improving
our system
Very little engagement with the
sector. Little response given to
feedback received.
Clearly defined feedback mechanisms with
regular reporting about how it has been
used (both internally and externally)
Website that is difficult to navigate
and with a poor search facility.
Reliance on paper processes with
limited online services.
New public website with improved
navigation and content tailored to
audiences. Move to online services.
Slow response from CQC in
response to queries, processes,
publication etc…
Agreed SLAs for providers are being met
and are available on our website for
providers to view.
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Summary of achievements and provider
feedback
Coordinated and consistent
communication
Embedding the new system of
registration and compliance
Involving providers in developing
our system
Developed strong working
relationship with NCSC resulting in
improved coordination and
consistency of communications –
83% of providers in recent survey
say they ‘sometimes’ or ‘always’
find the information they receive
from CQC consistent
Improved understanding of ‘basics’
of registration and compliance by
core provider groups (NHS, ASC
and IH)
Online communities have been
extended and improved – over
3,000 current members (increased
from 1,300 in 2010)
87% of providers in recent survey
say they have access to the
information they need to operate
under our new regulatory system
83% of survey respondents say
they find it beneficial being a
member of our online communities
E-bulletins have been successfully
reviewed and relaunched to make
them more consistent and targeted
New e-bulletin for professional
(clinicians and professionals)
launched in January 2012
Successfully coordinated
communications activity for
registration (including stakeholder
engagement) for dentists,
independent ambulances and
OOH providers
69% of survey respondents say
they receive our monthly bulletin.
Of those, 80% say they ‘always’
open and read it.
Developed and delivered strategy
for early engagement with GP
services – positive response
received – over 450 people
58% say they feel the feedback
they provide is listened to by cqc
(improved from 28% in 2010)
Quarterly sentiment tracking
launched – three surveys carried
out to date with over 200 responses
per survey
Managed engagement with
providers during build up to launch
of new website – 73% of survey
respondents said they felt informed
during the launch
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Moving providers from ‘understanding’ to
‘accepting’
Building the relationship
Understanding the basics
Accepting our model
Introducing CQC and the
basics of registration. Myth
busting
Understanding the basic
mechanics of registration
and compliance
Understanding how to use
our model as part of
management assurance
NHS/ASC/IH providers
Dental /
ambulance providers
Primary medical
services
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How we will deliver
Providers understand the role
of CQC and our model of
regulation
Deliver communications plan to
ensure smooth registration of
primary medical services
Carry out benchmarking survey
with all providers to measure
opinion of CQC role and impact
Develop and deliver
communications plan for
improvements to regulatory
model
Continue to deliver monthly ebulletins (and sector specific
email updates) to keep providers
informed
Engage providers in publication
of quarterly market analysis
reports
Providers feel engaged and that
their views have been taken into
account
Review current online communities
and develop plan for further
development
Providers have a positive view
of CQC customer service
Focus on improvements to
customer service (online services;
‘account administration’ at NCSC etc…)
Continue quarterly provider
sentiment tracking
Work with ‘corporate provider
compliance team’ to develop
targeted plan for engagement
with corporate providers
Engage providers to consider
improvements to BAU registration
and compliance
Continue to develop methods for
improved engagement with
clinicians and professionals
Work with relevant trade associations
to ensure the views of their members
are taken into account
Continue to review targeting of
our communications to ensure
providers receive regular
targeted information
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How we will measure success
Improvement in understanding of the benefits of our role (by providers)
over next six to 12 months (based on benchmarking done in March
2012)
April 2013
Response rates to benchmarking and sentiment tracking surveys
Ongoing (and
April 2013)
Feedback from trade associations and through provider surveys
April 2013
Improvement in subscription figures and open / read rate statistics for ebulletins and online communities (based on figures at March 2012)
April 2013
Feedback from Specialist Advice Advisory Group (Prof. Deirdre Kelly’s
working group on engagement with professionals)
September 2012
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Agenda Item: 13
Paper no: CM/02/12/12
Digital Strategy (excluding
Online Services)
April 2012 - March 2013
Summary objectives for the coming
year – for the public
Ensure that CQC’s work is seen much more widely.
Adapt to become a provider of syndication products
Raise awareness online of the fact that CQC needs to know about
people's experience of care.
Gather more information about people's experience of care from our
website & from other places around the web
Ensure that CQC’s judgments and reports are published accurately and
on time – and shine a light on any parts of publication process that
need to be improved
Work to make CQC a more transparent organisation
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What we will be doing & what we will
be measured on
1.
Getting more views of our reports (on our site or syndicated versions)
2.
Syndicating CQC data to support the market in providing information for the public
3.
Adapting to become a supplier of syndicated information
4.
Making CQC more transparent
5.
Improving the end to end publication process
6.
Developing & promoting our “Please share your experience” offering
7.
Listening in to people's experience of care elsewhere
8.
Doing better in Google search results
9.
Improving our Twitter, Facebook & email engagement
10. Delivering Provider Profile 2
11. Delivering the HealthWatch England website
12. Delivering a roadmap of new website features
13. Working internally to promote consistent design & comms standards across all
digital products
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2. Syndicating CQC data to support the
market in providing information for the
public
CQC will start to actively support the rapidly growing market in
providing information aimed at helping the public choose the best
places to get care.
We believe that the public benefit from this market and we want to
ensure that CQC information is a prominent component of what people
see when they are researching their care on any of these sites.
We will seed this market by making our valuable, comprehensive and
accurate directory of providers available free to anyone with the
condition that CQC is credited and linked through to.
This arrangement will result in the public getting better access to CQC
information across the web as well as making it easier for the market to
develop new ways of providing all kinds of useful information for people
who are researching care.
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2. Syndicating CQC data to support the
market in providing information for the
public
A current example of a website using CQC’s directory –
and linking back to CQC’s reports
http://www.goodcareguide.co.uk/provider/the-grange-care-centre-ub12qw/?referrer=search
The CQC widget – about to be piloted with
providers, who will able to embed summary CQC
information onto their own websites
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6. Developing & promoting our “Please
share your experience” offering
The “Please share your experience” feature has been on the CQC website since its relaunch in
Oct 2011. We currently receive a comparatively small number of responses per month (about 450)
which feed into CRM & the QRP.
Engaging the public to help CQC monitor the places where they receive care is vital to CQC’s
overall strategy and we will continue to develop this feature and promote it in conjunction with the
public comms team. Part of the promotion of this feature needs to be communicating success
stories of improvement resulting from the public telling CQC what they have seen.
We also note that Ofsted are now offering a “trip advisor” feature on their website. Although we
have no current plans to do similar, we will keep an open mind on this.
In the Provider Profile 2 development we will make the “Please tell us your experience” feature
more prominent and look at whether the page designs should give equal emphasis to “Our reports”
and “Your view”.
We will look at ways of telling people summary information about what we are receiving (that may
in itself encourage other people to send information) eg – “38 people have sent us feedback on
this service”.
We will work with Intelligence, Data management and NCSC to ensure that we can deal with
greater volumes of public feedback.
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Update on the “Please share your
Experience form”
The Your Experience form launched when the new website went live on 19 October 2011.
In the first four months, 1,521 forms were completed, with around half of these raising
urgent concerns.
An update to the form went live when the R&RA and Patients Association pilots launched
on 12 March. This means urgent concerns are now being sent directly to the
Safeguarding team.
Benefits
Prominence: The ability to have your say on services you use is now one of the key
messages given to visitors to our website.
Easy to find: the form is at the centre of every location profile page – more than 10,000
are viewed each day.
Reduction in calls: NCSC have seen a significant reduction in web queries since launch
while receiving more feedback.
Structured feedback: The information we receive is now tied to a location, easily passed
to an inspector and suitable for QRP.
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Agenda Item: 13
Paper no: CM/02/12/12
Media
Mediastrategy
Strategy
April 2012 – October 2012
Context
This Media Strategy for April – October 2012 sets out how the media team will seek
to support CQC’s organisational priorities and the achievement of its objectives. It:
– Assesses CQC’s current media profile, focussing on spikes of negative and
positive coverage, analyses what we have learnt from these and the factors
that have contributed to our current position.
– Identifies the four-stage journey along which we need to move public
perception, via the media, toward recognition of the benefits and impact of our
regulation; and maps actions against these stages.
– Outlines the programme of media activity for the next seven months.
It has interdependencies with and is aligned to other strategies (primarily the
Stakeholder and Parliamentary Strategy). Big ticket’ items i.e.T5 registration have
their own project-specific communication plans.
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How have we got here?
Inherent risk
Scale and nature of our regulatory responsibilities; measured by scale and likelihood of harm, we
regulate the UK’s most high-risk industry - far larger and more complex than UK aviation industry.
Acquired risk:
At the outset, CQC positioned itself as an improvement agency. We over-estimated what we could
deliver – and have spent the last four years trying to climb down from this position and to sell a
less palatable, more complex message to a public who understand us to be responsible for
improving services.
Bringing together three legacy organisations resulted in redundancies and low staff morale, with
some staff expressing their dissatisfaction publically.
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Where do we need to be?
Growing tendency in the media to view CQC as ‘set up to fail’ – our remit is too large,
our resources too stretched, our funding inadequate.
While this is preferable to a view that failures to spot poor care are due to inefficiency,
it’s still precarious positioning. The truth is that even if our resources were doubled,
we would still not be able to identify and prevent all poor care.
This is what we need to communicate, and which we can only do by fundamentally
changing expectations of what regulation can – and should be expected to – achieve.
Changing perception takes time – and changing perception from a position of
weakness takes even longer. We need be realistic about what we can achieve and
by when – especially given a year ahead that includes Mid Staffs.
Until we can demonstrate that we take swift, decisive action supported by a
robust evidence base, we will struggle to achieve any sustained improvement
in our media profile.
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What tools do we need to get there?
In order to tell a convincing story which describes an effective organisation,
we need:
The right evidence – timely inspection reports describing consistent
judgements on compliance in a way which is meaningful to the public and
providers.
The right action – transparent, proportionate enforcement action that
utilises the full range of our powers.
The right information – robust data and management information that
allows us to speak with authority on the sectors we regulate.
The right level of influence – among key stakeholders, policy makers,
opinion formers.
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National and Regional coverage by
sentiment, Jan – April 2012
National
Regional
Regional
55
55
34
62
460
460
1142
1142
46
Positive
Neutral/Balanced
Negative
What needs to change?
How do we use the media to move public perception toward
recognition of the benefits and impact of our regulation?
Demonstrate
effectiveness
Clarify
our role
Build
advocacy
Drive the
debate
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Demonstrate effectiveness
How do we get there?
Use State of Care and accompanying market reports as evidence base
to demonstrate scale and impact of our work, allowing us to tell a clear story on:
- numbers of inspections;
- number and location of non-compliant providers;
- key themes of non-compliance; and
- how many have gone from non-compliance to compliance / closure (ASC).
Hold press briefing to accompany every quarterly report. Establish as a key event in
the health and social care calendar - most comprehensive update available on
performance across the health and social care sectors and what the impact of
regulation is.
Use national and regional coverage of themed inspection programmes. We know
this model - unannounced inspections highlighting failings at individual providers with
a national report summarising findings – resonates with public expectations of CQC.
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Demonstrate effectiveness
How do we get there?
To build on the success of DANI 1 – and ensure that front pages translate into
‘reputation capital’ for CQC – we should:
- Ensure every themed inspection programme identifies national case studies,
including stories of service users, experts by experience, support from clinical
experts;
- Hold a press conference for every themed inspection national report;
- Issue local press notices for every single piece of non-compliance found through
themed inspections including all the numbers about the national programme, and to
pursue these with local media – supported by rigorous follow-up by Ops;
- Support themed inspections through Twitter campaign nationally and regionally; and
- Where possible, identify improvement narratives - where providers have returned to
compliance - as well those where further action has been necessary.
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Clarify our role
How do we get there?
In order to be clear about what space we don’t occupy, we need to demonstrate
our effectiveness before we can clarify our role - through unambiguous
messaging about the limits of regulation in a way that is not construed as ‘buckpassing’.
Use all our media work - and SoC and themed reviews in particular - as vehicles for
this messaging:
1. Primary responsibility for providing safe and good quality care rests with providers –
not with the regulator. Clear directive from DH Capability and Performance Review:
“On one key point…it is important to be clear; the responsibility to comply
with essential standards of safety and quality rests squarely with the provider
organisation – be it a hospital, a care home or another type of provider. CQC’s
role is to inspect, to verify and to enforce when necessary.”
2. We are not an improvement agency. While our regulation can have the effect of
driving improvement, our focus is on identifying poor care and prompting action in
response to this.
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Clarify our role
How do we get there?
Use stakeholder voices as media spokespeople to emphasise that we are not the
only body with responsibility for underperformance - in particular, professional
regulators, who can operate in more of an improvement space than we can.
Use BHRT 6 month review and subsequent policy piece to pose questions about how
realistic radical enforcement is in relation to a maternity unit – and what other levers
are available. How can the regulator influence the broader system?
Ongoing programme of media briefings:
– Meetings with national health and social affairs correspondents
(with repeat meetings in September to evaluate progress).
– Briefings between CQC staff and key broadcast production teams (starting with Today
programme.)
– Trade press briefings with national clinical advisors
– RCM contact programme with key regional journalists
– ‘Press breakfast’ for key national correspondents to seek their views on CQC –
what we do well or poorly.
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Build Advocacy
How do we get there?
Write to every key stakeholder with a summary of every themed inspection
Ensure stakeholder/advisory groups are engaged in themed inspections from the
outset – not as an afterthought.
Flag to relevant stakeholders in advance if we are aware that a negative report/issue
is due to hit the media – they are more likely to respond in a considered manner if
forewarned.
Ensure that when we publish consultation responses, we are as transparent as
possible about responses received - and if these have not been reflected, why not.
Use SoC and market reports to increase engagement with MPs on a constituency
basis using regionally-focused data.
Communicate what we do to HSC and PAC better.
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Drive the debate
How do we get there?
Use State of Care, accompanying market reports and national reports on thematic
reviews to capitalise on our access to uniquely detailed sector/provider information in
order to position CQC as an authoritative voice by:
Identifying emerging trends, risks and sector challenges - enabling us to predict, rather
than just react to, service/market failure.
Using our information to help stakeholders and policy makers develop a meaningful
policy response.
Including comment on our findings from key sector stakeholders reflecting on our
findings, what they say about the emerging challenges for each sector – and what need
to happen to effect change.
Using academic partnership/advisory group input to add additional dimension to
national reports and ensuring that these move beyond identifying poor care to ‘call for
action’.
Develop clear positioning for Chair and Chief Executive - define a distinct but
complementary 'space' for each to occupy and from which they can promote agreed
narratives externally.
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How do we evaluate?
Track sentiment; reach; message pick-up via quarterly media analysis
Incorporate media-specific element of public perception audit into impact analysis
Engage Stakeholder Committee in qualitative testing on media perceptions of
regulation
Actively building questions about media perception into Mori survey
Test with stakeholder reference group - annual survey - i.e. based on this year's
coverage, which of the following statements about the CQC do you agree with?
Repeat current programme of meetings with health and social affairs
correspondents in September for an informal ‘pulse check’ – do they believe we
are doing a better job of explaining what we do? (key criticism currently)
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