Making Social Marketing work in your PCT

1. Making Social Marketing work in your PCT Dan Wellings, Head of the Ipsos MORI Social Marketing Unit TOM FRED

2. The Ipsos MORI Social Marketing Unit Dan Wellings, RD, Head of the Social Marketing Unit Steve Bell, RM, Deputy-head of the Social Marketing Unit SMT: Tim Burns (RD), Meghann Jones (RM), Laura Clarke (SRE), Matt Evans (SRE) The Social Marketing Unit was set up in 2008 in response to the increasing demand for insight and evaluation work leading to evidence-based actionable reporting to inform the design and development of social marketing interventions. The Unit is led by staff who have extensive experience in the public health and communications sectors, and understanding of health-related behaviour change theory:

3. Social marketing is… “the use of marketing techniques to tackle social issues bychanging attitudes and behaviour” The SMU offer Insight research Development and testing Evaluation Consultancy

4. North West Social Marketing Capacity and Capability Research Summary of Findings North West Social Marketing Capacity and Capability Research • Summary of Findings

5. Aims of the Study • The overall aims of the study were: • To inform policy makers about the understanding and practice of Social Marketing at different levels within PCTs • To identify opportunities for how the Our Life program, NHS North West and the National Social Marketing Centre, and other partners can support Social Marketing to improve public health • Research was commissioned jointly by the National Social Marketing Centre and the NHS North West

6. Methodology • 64 qualitative interviews conducted • 40 face to face and 24 by telephone • All 24 PCTs included in the sample - max of 3 interviews per PCT • Respondent types in each PCT • Director of Public Health • Health improvement/Health promotion manager or equivalent • Communications manager or equivalent • Process was iterative with analysis taking place throughout • Please note that whilst a picture of each PCT has been drawn it is based on three interviews and can not claim to be definitive • Fieldwork was conducted from November 2007 - February 2008

7. Awareness and Knowledge

8. Awareness and Knowledge of Social Marketing • High awareness of social marketing concept • Area of focus for NHS • Buzzword • Knowledge and skills levels were mixed both across and within PCTs • Majority at the beginning of the learning curve • Danger of people being left behind • Recognition of need to improve capacity and capability at all levels • Fad? • Respondents were keen to develop their skills base Potentially valuable tool - jury still out

9. Definitions and understanding

10. Definitions of Social Marketing • Large variation in definitions • Gaps in understanding • Criticism of jargon - esoteric • Fear of “getting it wrong” • Distrust of “marketing” within the NHS potential barrier to further integration • Some confusion between Social Advertising and Social Marketing • In many areas projects were taking place, which had elements of Social Marketing but were not placed in the SM category • By acknowledging both the similarities and differences between previous work and Social Marketing the transition is made easier The lack of clear definition is a barrier impeding the progress of Social Marketing

11. Strategic versus Operational Most of the current thinking is on topic based programmes or campaigns. Few talk about strategic element using it to inform policy and strategy

12. Social Marketing Benchmark Criteria - understanding   ? Behaviour and Behavioural Goals Insight Driven Segmentation & Targeting Customer Orientation Exchange analysis Intervention & Marketing Mix Competition Theory-based & Informed Of concern is the lack of understanding/recognition of Customer Orientation

13. Emperor’s New Clothes or Entirely New Concept? HP HP HP SM SM SM Paradigm shift rather than paradigm change - accretion of skills

14. Different Stages

15. Spectrum of Stages • At the very beginning of the journey • No projects undertaken • Limited understanding • Responsibility for Social Marketing not decided upon The PCTs are at very different stages regarding progress in implementing social marketing. • Projects already completed • Advanced understanding • Clear delineation of roles and responsibilities

16. Why are some PCTs more advanced than others?

17. Roles and Responsibilities in PCTs

18. Where should it sit? • The responsibility for Social Marketing differed considerably from PCT to PCT • Communications or Public Health/Health Improvement - some competition • Specialist roles and remits in some PCTs • Question mark over provider arm role going forward • Where Social Marketing sits within a PCT is key - both models as described above seem to be effective in different ways • Resources • Skills sets - Process and Content • Interest • Effective communication • Qualitative capacity and capability should be addressed Using the respective skills of Communications and Public Health/Health Improvement is key to progress

19. Key is to establish knowledge and understanding at all levels of the PCT - shared ownership Embedding Social Marketing Who should be involved in Social Marketing? Executive Public Health Communications Health Promotion Commissioning Health Trainers

20. External agencies and Commissioning • Working with private companies is a relatively new process for most respondents • Working with them effectively was seen as key to the process • Understanding who to use and when? • How to effectively commission? • Knowing when not to use external agencies • Employing people with experience of commissioning • Knowledge of companies working in this area was limited • Concern about legacy/ownership • Need for choice, diversity and competition in the market Guidance and shared learning should be made available to PCTs new to working with private companies

21. Partnerships and Commissioning

22. Networks and SHA • The level of knowledge of Social Marketing activities taking place across North West was mixed • Those respondents who had less understanding of Social Marketing were also those who were unaware of broader initiatives across the Regional Health Authority • Similar projects run but not shared • Network and Regional initiatives were providing a forum for shared knowledge and expertise • Avoiding duplication • Saving time • Sharing resources Improved communication across PCTs is essential

23. Capacity and resources - potential parts of a whole Networks and RHA Community Engagement Third Sector Public Health Observatory SM Local Authorities Private Companies Partnership PCTs PPI Concerns about Capacity and Resources can be allayed by establishing partnerships

24. Recommendations from NW Study

25. Recommendations • Each PCT to conduct internal audit to establish current resources • Where are potential skill sets? • What training should take place? • Ongoing training at all levels • Assumptions about understanding should not be made • Explain similarities and differences from what has gone before • Clarify definitions • Further explanations of Strategic role • Ensure that Social Marketing is embedded across the PCTs

26. Recommendations • Areas where partnership can be formed should be highlighted both within PCTs and beyond • Qualitative capacity and capability should be looked at and improved where necessary • Training on how qualitative research informs Insight • Guidelines drawn up on how to work with external agencies • Increase communication across PCTs, Networks and Regionally • Sharing resources • Avoiding duplication • Highlighting areas of cooperation

27. Lessons we have learnt since

28. Understand what you are commissioning and when What do I need?

29. Get your evaluation in early Project/programme cycle Evaluation Planning Implementation Social marketing intervention cycle Insight research Intervention development Implementation Evaluation Best practise Evaluation • FORMATIVE EVALUATION: • Insight research • Baseline • Pre testing • Design of process and impact evaluation cycle OUTCOME or IMPACT EVALUATION + DOCUMENTATION OF LEARNING/BEST PRACTICE PROCESS EVALUATION

30. Think about your methodologies carefully and feedback at the end Secondary research Review of secondary literature, identification of key stakeholders, competition analysis, and identification of initial psycho-graphic segmentation Mini-groups will give us detail on the kinds of attitudes and experiences that have helped form relationships with alcohol 15 Stakeholder interviews Interviews to gain insight and experience from expert practitioners Depths will allow us to go into more detail with each of these respondents, which we will use to shore up our segmentation 3 in-situ mini-groups with social drinkers 20 depth interviews with non-users 2 mini-groups with service users 3 follow up depths 4 Ethnographic interviews: detailed video profiles To cross-check and provide greater detail around the segmentation, resulting in video case studies to help identify with the target audience The workshop will provide an opportunity to engage stakeholders in the planning of local alcohol strategies, and leave a legacy of involvement among key contacts Action Planning Workshop

31. Do not congratulate yourselves on finishing one stage of the process – reports gather dust

32. People do not behave in isolation so why would you?

33. Talk to each other… GUM Nurse: we talk to them (the patients) about lifestyle and being fat and drinking and low self-esteem as well as our normal stuff Interviewer: Do people working in the PCT know you do that? GUM Nurse: Only if they’ve been a patient!

34. Importance of a shared vision

35. Excellent councils are the best places to work Q I am now going to ask you to rate [Authority name] as a place to work compared with other organisations? Would you rate it as…? % Above average % Average % Below average Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

36. Job satisfaction is higher in better performers % very satisfied with their present job Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

37. But views on pay are similar everywhere % strongly agree that my pay is fair Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

38. Too much bureaucracy everywhere! % strongly agree there is too much bureaucracy Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

39. Nice people, interesting work - everywhere % very satisfied with job factors Weak Poor Excellent Good Fair Friendliness of colleagues Interesting work Working hours Base: 500 staff interviewed by phone - July/August 2003

40. So what is different in the most effective??

41. What seems to distinguish excellent performers is performance management and listening to staff % very satisfied with job factors Weak Poor Excellent Good Fair Input into job plans Opportunity to show initiative Feedback on your performance Base: 500 staff interviewed by phone - July/August 2003

42. Staff feel they are kept better informed in the best councils % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

43. Best have more internal cohesion overall % Strongly agree I understand my unit’s overall objectives I understand my organisation’s overall objectives Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

44. What about senior management? % Disagree Senior management have a clear vision of where the organisation is going I have confidence in the senior management team Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

45. As a result of all of these things….

46. Best are most likely to tell people outside they are great! % Strongly agree that they would speak highly of the authority to others outside the organisation Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005