Developing a successful mobile application to help local people make the right choices when it comes to their health choices requires more consideration than developing an app with some impressive bells and whistles.
Whether its relatively straightforward calls to action, such as accessing the appropriate NHS services for the corresponding condition or something more complex it is likely that the solution combines web development, e-learning, and behavioural change covering aspects of social marketing.
Ultimately for the application or campaign to be a qualified and quantified success we need to show a significant change of behaviour amongst our target group by reducing inappropriate usage of NHS services.
For the purposes of a brief blog article, we have summarised the key exchange principles and scratching the surface of the types of questions we should we asking when securing the key to the application’s success:
Insights
Typical questions and actions:
What barriers to access will we face? Practical, e.g. sound availability at point of access, and emotional, e.g. the reassurance from direct interaction with a health professional figure.
Exchange
Typical questions and actions:
Benefits (to emphasise) and costs (to reduce), for example: incentives such as time saved, feeling you have been self-sufficient, feeling “as though you have done the right thing”, vs. cost of feeling uncomfortable for misusing a service and experience of “uncomfortable” settings such as A&E, GP surgery, etc.
Competition
Typical questions and actions:
Competing health campaigns in particular those campaigns driving patients towards a GP for a check-up, NHS Choices information often telling you to visit A&E, etc.
Segmentation
Typical questions and actions:
Understanding which target segments this approach most appeals to and how we can tailor the solution so that it is most appropriate, segmenting forecasted user data, or key segments where behavioural change is most needed (we understand that profile data of who is using their A&E services by age, sex and time of day of attendance, and MOSAIC profiles is often available) so that we can prioritise when it comes to prioritising videos made and versions.
Learning Aims
e.g. Help our target audience understand how to navigate NHS services on a range of adult and childhood health services and conditions.
Learning Outcomes (per unit)
Primary – e.g. scenarios within a situation where home care is most appropriate, if you ought to access other NHS services, and when you should go to your GP or A&E.
Secondary – e.g. details of administering home care, how to access an NHS service, where to go for further information / instruction.
Key factors to be determined ahead of video / instruction communications include:
• Level of realism.
• Literacy level.
• Level of visual communication and minimisation of using visual or auditory words.
• Ethnicity “match” of individuals features through the videos.
• Duration of video usage on smart phone, lap top and desktop.
• Environments that videos will be used in, e.g. on public access computers where audio is restricted.
• Levels of interactivity – we’d like to explore how through integrating aspects of active viewing/listening can enhance the learning experience and retention of key information.
Capabilities required to successfully deliver an app central to a behavioural change programme:
• Design.
• Development of Learning Management System.
• Creation of all course content, including video, audio, animation, Interactive panoramas, 3D products.
• Web Delivery Platform.
• Mobile Delivery Platform: Delivered using HTML5 and Flash.
Then of course there are a few great ideas and pieces of flair along the way!
Tuesday, 28 August 2012
Thursday, 23 August 2012
Social Media for CCGs
The battle has been won, the bans have been lifted and now the NHS and a great majority of its staff have access to social media in the workplace.
This is the prime time to be, not just using it, but using it well. CCGs have promised to use the public to shape the outlook of the NHS. What better way to reach them than connecting with them where they ‘hang out’ – their virtual social life.
It would therefore seem CCGs in the midst of developing their communication and engagement strategies can’t afford not to leverage social media.
It predominantly provides transparency keeping all those concerned parties in the loop.
Twitter and Facebook is like an open book - just what is needed in a diversely changing NHS. If someone likes you or posts a positive comment then great, everyone can see it. If someone mentions something negative then, yes it does create a challenge but, you can use this to your advantage to show how switched on you are to finding a resolution to that problem.
The virtual community can clearly see that you not only value interaction, criticism and debate but you know how to deal with it. Therefore coming in-line with the key terms outlined in the white paper, Equality and Excellence: Liberating the NHS, which were that the public should have both Choice and Voice.
If your CCG can really embrace the nature of social media, through providing great content and interacting with audiences, it reassures people that you can be trusted and that you actually want to listen and learn from their views.
The Wakefield District’s ‘Your GP will see you now’ social media campaign is a prime example of interacting with local people. The Facebook page, created by the clever eskimosoup marketers, has received more than 1,500 likes alone for the service it offers. It allows people in the area to get to know their GPs on a much more personal level, find out about what services their doctor can provide and tells them where their nearest surgery or out of hours service is.
A social media presence can also help to reach those who may not always seek medical advice. It can even be used to broach health related issues that may otherwise be seen as a taboo. For example, NHS Hull’s interactive Facebook profile “Midwife Hull” that we developed was designed to stop pregnant women smoking. It was able to directly speak to a “hard-to-reach” group of women who were not speaking up about the problem. As well as initiating a behavioural change in expectant mums we were also congratulated by Facebook themselves for our great online approach. eskimosoup have played vital roles in using social media to promote other rather unspoken subjects like the widely praised NHS Hull’s 1 in 4 Mental Health campaign. With the help of tools like Twitter and Facebook the campaign is reducing the stigma and discrimination surrounding mental health issues. It is also raising awareness of how common mental illness can be and that people need to feel more open talking about it.
These are just a few of the great ways we here at eskimosoup are helping the NHS push past limitations by using social media formats.
So don’t be fooled - joining the social sphere is not just about posting the odd tweet or liking a funny status it is about getting creative, thinking cleverly and staying relevant in an ever increasing social world.
This is the prime time to be, not just using it, but using it well. CCGs have promised to use the public to shape the outlook of the NHS. What better way to reach them than connecting with them where they ‘hang out’ – their virtual social life.
It would therefore seem CCGs in the midst of developing their communication and engagement strategies can’t afford not to leverage social media.
It predominantly provides transparency keeping all those concerned parties in the loop.
Twitter and Facebook is like an open book - just what is needed in a diversely changing NHS. If someone likes you or posts a positive comment then great, everyone can see it. If someone mentions something negative then, yes it does create a challenge but, you can use this to your advantage to show how switched on you are to finding a resolution to that problem.
The virtual community can clearly see that you not only value interaction, criticism and debate but you know how to deal with it. Therefore coming in-line with the key terms outlined in the white paper, Equality and Excellence: Liberating the NHS, which were that the public should have both Choice and Voice.
If your CCG can really embrace the nature of social media, through providing great content and interacting with audiences, it reassures people that you can be trusted and that you actually want to listen and learn from their views.
The Wakefield District’s ‘Your GP will see you now’ social media campaign is a prime example of interacting with local people. The Facebook page, created by the clever eskimosoup marketers, has received more than 1,500 likes alone for the service it offers. It allows people in the area to get to know their GPs on a much more personal level, find out about what services their doctor can provide and tells them where their nearest surgery or out of hours service is.
A social media presence can also help to reach those who may not always seek medical advice. It can even be used to broach health related issues that may otherwise be seen as a taboo. For example, NHS Hull’s interactive Facebook profile “Midwife Hull” that we developed was designed to stop pregnant women smoking. It was able to directly speak to a “hard-to-reach” group of women who were not speaking up about the problem. As well as initiating a behavioural change in expectant mums we were also congratulated by Facebook themselves for our great online approach. eskimosoup have played vital roles in using social media to promote other rather unspoken subjects like the widely praised NHS Hull’s 1 in 4 Mental Health campaign. With the help of tools like Twitter and Facebook the campaign is reducing the stigma and discrimination surrounding mental health issues. It is also raising awareness of how common mental illness can be and that people need to feel more open talking about it.
These are just a few of the great ways we here at eskimosoup are helping the NHS push past limitations by using social media formats.
So don’t be fooled - joining the social sphere is not just about posting the odd tweet or liking a funny status it is about getting creative, thinking cleverly and staying relevant in an ever increasing social world.
Tuesday, 21 August 2012
Set out your Communications & Engagement Strategy
A communication strategy – yes it may figure down your current list of priorities right now what with dealing with budgets and the demands of QIPP (Quality, Innovation, Productivity and Prevention).
That’s fine and well, though of course the government wants most CCGs to be authorised by next spring and there are several hoops to jump through before getting to that point.
That includes having a clear plan of how to engage with all those affected by the new changes.
From patients, to GP practices all the way to connecting with the media there is no denying that, just like hungry seagulls stealing your chips at the seaside, they want to be fed! Why I hear you cry why uncontrollably banging your head on the desk?
As NHS Calderdale so clearly and expertly set out in their Communications and Engagement Strategy: “If we do not effectively communicate our intentions and rationale, or manage our reputation, our credibility will be damaged and our ability to act will be restricted. “If we do not involve our stakeholders in a timely, meaningful and proportionate way, the services we commission will be less effective, plus we run the risk of challenge to our plans which is costly in terms of time, resource and reputation.”
If you haven’t got a clear strategy yet, not to worry. We had a feeling some readers might still be in deliberating mode especially with the some CSS communication services seeking an “alternative business model”. So before this article sends you running for the hills or crawling into the fetal position we thought we would show you some examples of how we are helping NHS bodies across the country.
eskimosoup has developed easy to use and informative websites for many Midlands based CCGs updating people about current changes and what they can expect as the reforms progress.
Not only this but we are working with a range of CCGs to develop communication strategies, internal engagement approaches, marketing campaigns, branding and digital communications.
Our previous PCT campaign work is not to be laughed at either. We have had huge successes with a number of hard-hitting and award winning campaigns targeting problems CCGs nationwide will look to be addressing. Meetings with boards have revealed issues like too many unnecessary A&E admissions or addressing healthy living.
One vibrant and positive campaign we currently work on is Leeds Let’s Change promoting healthy eating, physical activity, reduced alcohol consumption, smoking and weight management services.
Through the campaign healthy activities and events are promoted as well as providing groups and online guides they can use to change their lifestyles.
Working in partnership with the NHS we are not only improving lives but cutting down on long-term unnecessary health service costs putting us at the forefront of NHS communications.
That’s fine and well, though of course the government wants most CCGs to be authorised by next spring and there are several hoops to jump through before getting to that point.
That includes having a clear plan of how to engage with all those affected by the new changes.
From patients, to GP practices all the way to connecting with the media there is no denying that, just like hungry seagulls stealing your chips at the seaside, they want to be fed! Why I hear you cry why uncontrollably banging your head on the desk?
As NHS Calderdale so clearly and expertly set out in their Communications and Engagement Strategy: “If we do not effectively communicate our intentions and rationale, or manage our reputation, our credibility will be damaged and our ability to act will be restricted. “If we do not involve our stakeholders in a timely, meaningful and proportionate way, the services we commission will be less effective, plus we run the risk of challenge to our plans which is costly in terms of time, resource and reputation.”
If you haven’t got a clear strategy yet, not to worry. We had a feeling some readers might still be in deliberating mode especially with the some CSS communication services seeking an “alternative business model”. So before this article sends you running for the hills or crawling into the fetal position we thought we would show you some examples of how we are helping NHS bodies across the country.
eskimosoup has developed easy to use and informative websites for many Midlands based CCGs updating people about current changes and what they can expect as the reforms progress.
Not only this but we are working with a range of CCGs to develop communication strategies, internal engagement approaches, marketing campaigns, branding and digital communications.
Our previous PCT campaign work is not to be laughed at either. We have had huge successes with a number of hard-hitting and award winning campaigns targeting problems CCGs nationwide will look to be addressing. Meetings with boards have revealed issues like too many unnecessary A&E admissions or addressing healthy living.
One vibrant and positive campaign we currently work on is Leeds Let’s Change promoting healthy eating, physical activity, reduced alcohol consumption, smoking and weight management services.
Through the campaign healthy activities and events are promoted as well as providing groups and online guides they can use to change their lifestyles.
Working in partnership with the NHS we are not only improving lives but cutting down on long-term unnecessary health service costs putting us at the forefront of NHS communications.
Friday, 17 August 2012
Innovation in CCGs
Innovation and being just that little bit different – a concept that CCGs everywhere are being encouraged to exercise.
The “innovation” word was batted about at this years Commissioning Show, has been ran with by the media and has been stated time and time again in NHS documents. The word may have been mentioned quite frequently but some may be a little unsteady on there feet when it comes to putting it into action. Thankfully eskimosoup are not.
Innovation goes hand in hand as being the big ideas team that we are. Many years experience of working in the public sphere particularly with the National Health Service has gained us credibility when it comes to putting new strategies into place.
An unusual approach exercised in our 1 in 4 Mental Health campaign with NHS Hull sees us using and partnering up with big local businesses to push messages out. Working within large organisations has helped us directly approach their work forces and get to the nitty gritty of their daily lives.
It also helps get people talking about issues that can affect everyone but are rarely discussed in the workplace. Developing strategies like this can really help CCGs as they try to target long-standing problems such as unnecessary A&E admissions or alcohol consumption.
As discussed with one CCG board recently communicating with bars and clubs as part of a multi-layered approach can actually push boundaries and create results.
Our part in the “award winning” campaign about early detection of throat cancer also uses innovation in the bucket loads.
The memorable and rather out there imagery alone makes the campaign stand out. This informative yet stand-out approach resulted in patients actually being diagnosed and treated.
So next time you hear the word innovation don’t roll your eyes as being just a little bit different can change perceptions and even lives.
The “innovation” word was batted about at this years Commissioning Show, has been ran with by the media and has been stated time and time again in NHS documents. The word may have been mentioned quite frequently but some may be a little unsteady on there feet when it comes to putting it into action. Thankfully eskimosoup are not.
Innovation goes hand in hand as being the big ideas team that we are. Many years experience of working in the public sphere particularly with the National Health Service has gained us credibility when it comes to putting new strategies into place.
An unusual approach exercised in our 1 in 4 Mental Health campaign with NHS Hull sees us using and partnering up with big local businesses to push messages out. Working within large organisations has helped us directly approach their work forces and get to the nitty gritty of their daily lives.
It also helps get people talking about issues that can affect everyone but are rarely discussed in the workplace. Developing strategies like this can really help CCGs as they try to target long-standing problems such as unnecessary A&E admissions or alcohol consumption.
As discussed with one CCG board recently communicating with bars and clubs as part of a multi-layered approach can actually push boundaries and create results.
Our part in the “award winning” campaign about early detection of throat cancer also uses innovation in the bucket loads.
The memorable and rather out there imagery alone makes the campaign stand out. This informative yet stand-out approach resulted in patients actually being diagnosed and treated.
So next time you hear the word innovation don’t roll your eyes as being just a little bit different can change perceptions and even lives.
Friday, 10 August 2012
Reaching out - what's really going on?
‘No decision about me without me’ – A positive vision where by patients have real power to shape their health service.
This mantra set out for CCGs in the NHS White Paper, Equity and Excellence: Liberating the NHS, is being brought up time after time.
But how do we get to talk to these people and really find out what’s going on at the heart of their lives?
Yes, it’s pretty straightforward getting the opinions of regular patients but what about those so called “hard-to-reach” groups who hardly ever step foot in a GP surgery.
I spoke to one man recently who hadn’t seen a doctor for the last 67 years! How would you go about engaging with him?
This is where clever marketing comes into play and something that a lot of CCG boards will have to quickly get their heads round.
Be it creating services and campaigns for the NHS or a private sector company, the eskimosoup team have found that, the outcomes are the same. It is about adding business value by gaining insights about the needs and views of customers and designing an offer round them.
This can range from conducting in-depth market research to creating some informative and quality PR; from a big social media push to putting on events to encourage new people to get involved.
Smoke’s No Joke, a campaign eskimosoup and Hull NHS are running in schools aims to prevent smoking in young people. It targets teenagers who, without the help of these interactive sessions coming in and breaking down barriers, may not have sought their doctors help, may have stayed off the radar and not been able to get involved with the future of their NHS.
Another prime example of this was our Facebook profile “Midwife Hull” which was created as part of a campaign to stop women smoking in pregnancy. This social media profile has been a huge success in providing support for pregnant women who are not approaching their GP or midwife. It allows them to ask for advice or just to share their views on the health service knowing there is a well-informed NHS worker responding to their queries.
Clever thinking like this can break down barriers and create opportunities to reach a far greater amount of people than just those who take the time to fill in a questionnaire sat in the doctor’s waiting room.
Involving people on a much deeper level will inevitably lead to better quality and more responsive services that can be sustained.
I spoke to one man recently who hadn’t seen a doctor for the last 67 years! How would you go about engaging with him?
This is where clever marketing comes into play and something that a lot of CCG boards will have to quickly get their heads round.
Be it creating services and campaigns for the NHS or a private sector company, the eskimosoup team have found that, the outcomes are the same. It is about adding business value by gaining insights about the needs and views of customers and designing an offer round them.
This can range from conducting in-depth market research to creating some informative and quality PR; from a big social media push to putting on events to encourage new people to get involved.
Smoke’s No Joke, a campaign eskimosoup and Hull NHS are running in schools aims to prevent smoking in young people. It targets teenagers who, without the help of these interactive sessions coming in and breaking down barriers, may not have sought their doctors help, may have stayed off the radar and not been able to get involved with the future of their NHS.
Another prime example of this was our Facebook profile “Midwife Hull” which was created as part of a campaign to stop women smoking in pregnancy. This social media profile has been a huge success in providing support for pregnant women who are not approaching their GP or midwife. It allows them to ask for advice or just to share their views on the health service knowing there is a well-informed NHS worker responding to their queries.
Clever thinking like this can break down barriers and create opportunities to reach a far greater amount of people than just those who take the time to fill in a questionnaire sat in the doctor’s waiting room.
Involving people on a much deeper level will inevitably lead to better quality and more responsive services that can be sustained.
Friday, 3 August 2012
Jo Matthews - Integrated approach to care
As we reach the eight-month mark on the race that is the countdown to CCG take-over, this straight to the point video about turning around a struggling service is a welcome model.
Jo Matthews, Brighton and Hove CCG’s strategic commissioning lead for long-term conditions and end-of-life, discusses consistent, responsive and personalised approaches to how community services can be positively reconfigured.
The focus on planning and working together are strong messages CCGs need to embrace to create large scale change.
The determination and confidence shown from Ms Matthews in this short film obviously goes some way to motivating CCGs that their persistence will eventually pay off.
Jo Matthews, Brighton and Hove CCG’s strategic commissioning lead for long-term conditions and end-of-life, discusses consistent, responsive and personalised approaches to how community services can be positively reconfigured.
The focus on planning and working together are strong messages CCGs need to embrace to create large scale change.
The determination and confidence shown from Ms Matthews in this short film obviously goes some way to motivating CCGs that their persistence will eventually pay off.
What can CCGs learn from the Olympics?
If you, like us here at eskimosoup, were one of the one billion people around the world captivated by Danny Boyle’s stunning and fantastical Olympic opening ceremony you will have found it hard to miss the NHS taking centre stage.
A segment of the jaw-dropping event included dozens of skipping nurses and children in pyjamas leaping acrobatically on massive hospital beds. It was a celebration of Britain’s national health service which saw 1,200 volunteers from UK hospitals coming together to promote the inspirational work they do. The NHS has come under a lot of scrutiny since the government’s Health and Social Care Act passed earlier this year with some criticising it as the end to the NHS in all but name.
There is no denying that those involved have a steep hill to climb in winning over the hearts and minds of our very confused public. Not to mention the challenges and inconsistencies faced by those currently inside the NHS.
Some face job uncertainty while others are simply struggling to make the transition into a brand new role. But, as it was so adeptly depicted in the Olympic hospital scene, it is time to look at the positives too.
CCGs now have the opportunity to put patients at the heart of everything they do. It is actually a very exciting time for the NHS.
As Andrew Lansley, Secretary of State for Health said, while making his speech at The Commissioning Show at the end of June: “Do not only think of the immediate difficulties, but the opportunities ahead.”
OK, OK, this might not go down well with everyone but the new arrangements present an opportunity to commission the best possible services for local people and help shape the local health economy to what they need. CCGs have a big learning curve ahead with many having to figure things out from scratch.
In fact, the Olympics as a whole should be looked upon for inspiration. So much great effort and focus is going into the preparation and smooth running of the event. Despite some inconsistencies and problems along the way great personal performance and the benefits of team work have cemented the 2012 games as a lasting legacy just as CCGs should hope to replicate.
A segment of the jaw-dropping event included dozens of skipping nurses and children in pyjamas leaping acrobatically on massive hospital beds. It was a celebration of Britain’s national health service which saw 1,200 volunteers from UK hospitals coming together to promote the inspirational work they do. The NHS has come under a lot of scrutiny since the government’s Health and Social Care Act passed earlier this year with some criticising it as the end to the NHS in all but name.
There is no denying that those involved have a steep hill to climb in winning over the hearts and minds of our very confused public. Not to mention the challenges and inconsistencies faced by those currently inside the NHS.
Some face job uncertainty while others are simply struggling to make the transition into a brand new role. But, as it was so adeptly depicted in the Olympic hospital scene, it is time to look at the positives too.
CCGs now have the opportunity to put patients at the heart of everything they do. It is actually a very exciting time for the NHS.
As Andrew Lansley, Secretary of State for Health said, while making his speech at The Commissioning Show at the end of June: “Do not only think of the immediate difficulties, but the opportunities ahead.”
OK, OK, this might not go down well with everyone but the new arrangements present an opportunity to commission the best possible services for local people and help shape the local health economy to what they need. CCGs have a big learning curve ahead with many having to figure things out from scratch.
In fact, the Olympics as a whole should be looked upon for inspiration. So much great effort and focus is going into the preparation and smooth running of the event. Despite some inconsistencies and problems along the way great personal performance and the benefits of team work have cemented the 2012 games as a lasting legacy just as CCGs should hope to replicate.
Dame Barbara Hakin - CCG Insights
It will come as no surprise that this year’s Commissioning Show brought about a lot of thought provoking questions.
The “who’s who” of the NHS were at June’s event wanting to know how to drive forward in this ever changing CCG shaped landscape.
Race and equality being made a priority and scepticism about becoming an innovative service were just some of the concerns broached.
Dame Barbara Hakin, National Managing Director of Commissioning Development at the NHS Commissioning Board was on hand to offer some great insight while trying to overcome these questions.
Particularly interesting was her focus on looking back on how much has been achieved so far and the exciting prospects of what these changes can offer. Something that CCGs in the thick of things must ensure are not overlooked. It seems it’s not only about offering a great understanding of patients and the services they want but offering CCG boards choice. Choice to choose who they want on the governing body, options of spreading their innovative messages to help others outside of their remit and creating ideas stemming from the bottom upwards.
Dame Hakin, in this video taken from the annual event, pushes for a refreshing hands-off approach where patients and those representing them are the decision makers:
The “who’s who” of the NHS were at June’s event wanting to know how to drive forward in this ever changing CCG shaped landscape.
Race and equality being made a priority and scepticism about becoming an innovative service were just some of the concerns broached.
Dame Barbara Hakin, National Managing Director of Commissioning Development at the NHS Commissioning Board was on hand to offer some great insight while trying to overcome these questions.
Particularly interesting was her focus on looking back on how much has been achieved so far and the exciting prospects of what these changes can offer. Something that CCGs in the thick of things must ensure are not overlooked. It seems it’s not only about offering a great understanding of patients and the services they want but offering CCG boards choice. Choice to choose who they want on the governing body, options of spreading their innovative messages to help others outside of their remit and creating ideas stemming from the bottom upwards.
Dame Hakin, in this video taken from the annual event, pushes for a refreshing hands-off approach where patients and those representing them are the decision makers:
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