TOM

FRED

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

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:

Social marketing is…

“the use of marketing techniques to tackle social issues by changing attitudes and behaviour”

Insight research

Evaluation Consultancy

Development and testing

The SMU offer

North West Social Marketing Capacity and Capability Research

Summary of Findings

North West Social Marketing Capacity and Capability Research

Summary of Findings

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

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

Awareness and Knowledge

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

Definitions and understanding

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

Strategic versus Operational

QuickTime™ and aTIFF (LZW) decompressor

are needed to see this picture.

Most of the current thinking is

on topic based programmes or

campaigns. Few talk about

strategic element using it to inform

policy and strategy

Social Marketing Benchmark Criteria - understanding

?

Customer Orientation

Behaviour and Behavioural Goals

Theory-based & Informed

Insight Driven

Exchange analysis

Competition

Segmentation & Targeting

Intervention & Marketing Mix

Of concern is the lack of understanding/recognition of Customer Orientation

Emperor’s New Clothes or Entirely New Concept?

HPSM

HP

SM

HP

SM

Paradigm shift rather than paradigm change- accretion of skills

Different Stages

Spectrum of Stages

At the very beginning of the journey

No projects undertaken Limited understanding Responsibility for Social

Marketing not decided upon

Projects already completed

Advanced understanding

Clear delineation of roles and responsibilities

The PCTs are at very different stages regarding progress in implementing social marketing.

Why are some PCTs more advanced than others?

Buy-in from top down Board buy-in was key as was sign-up across PCT

Resources available - finance and time

Limited resources led to limited initiatives - catch 22

Expertise Individuals with specific interest, more often than not

it is self-drivenRecruitment/appointing of

specific personnelRemit to develop Social

MarketingChampion somewhere in

PCTIndividuals who advocated

its adoption and drove programmes forward - belief

Prioritisation Adoption of Social Marketing seen as priority

Roles and Responsibilities in PCTs

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

Embedding Social Marketing

Who should be involved in Social

Marketing?

Executive

CommunicationsHealth Promotion

Public Health

Key is to establish knowledge and understanding at all levels of the PCT - shared ownership

Health Trainers Commissioning

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

Partnerships and Commissioning

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

Capacity and resources - potential parts of a whole

Networks and RHA

Local Authorities

PPI

Public Health Observatory

Private Companies

Community Engagement Third

Sector

Concerns about Capacity and Resources can be allayed by establishing partnerships

Partnership PCTs

SM

Recommendations from NW Study

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

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

Lessons we have learnt since

Understand what you are commissioning and when

What do I need?

Get your evaluation in early

Insight research

Intervention development Implementation Evaluation Best

practise

Planning Implementation Evaluation

Social marketing intervention cycle

Project/programme cycle

EvaluationFORMATIVE EVALUATION:

- Insight research

- Baseline

- Pre testing

- Design of process and impact evaluation cycle

PROCESS EVALUATION

OUTCOME or IMPACT EVALUATION

+

DOCUMENTATION OF LEARNING/BEST PRACTICE

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

15 Stakeholder interviews

To cross-check and provide greater

detail around the segmentation,

resulting in video case studies to help

identify with the target audience

Interviews to gain insight and experience from expert

practitioners

Mini-groups will give us detail on the kinds of

attitudes and experiences that have helped form

relationships with alcoholDepths will

allow us to go into more detail with

each of these respondents, which we will use to shore

up our segmentation

2 mini-groups with service

users

3 in-situ mini-groups with social

drinkers 20 depth interviews with

non-users3 follow up depths

Action Planning Workshop

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

4 Ethnographic interviews: detailed video profiles

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

People do not behave in isolation so why would you?

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 stuffInterviewer: Do people working in the PCT know you do that?GUM Nurse: Only if they’ve been a patient!

Importance of a shared vision

20

39

55

55

68

45

38

29

31

27

24

14

8

10

1

% Above average % Average % Below average

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…?

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

Excellent

Good

Fair

Weak

Poor

Excellent councils are the best places to work

30%33% 33%

30%

23%

18%

Job satisfaction is higher in better performers

Overall Excellent Good Fair Weak Poor

% very satisfied with their present job

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

17%18%

20%

14% 15%

19%

But views on pay are similar everywhere

Overall Excellent Good Fair Weak Poor

% strongly agree that my pay is fair

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

31%28% 29%

35%

26%

34%

Too much bureaucracy everywhere!

Overall Excellent Good Fair Weak Poor

% strongly agree there is too much bureaucracy

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

77%82%

62%

52%

47%

81%

51%

57%

74%

54%

49%

57%

46%46%

53%

Nice people, interesting work - everywhere

Friendliness of colleagues

Interesting work

Working hours

Base: 500 staff interviewed by phone - July/August 2003

% very satisfied with job factors

Excellent Good Weak PoorFair

So what is different in the most effective??

62%47%

42%

44%

22%

45%

42%

25%

32%

39%

27%

61%

46%34%

59%

What seems to distinguish excellent performers is performance management and listening to staff

Input into job plans

Opportunity to show initiative

Feedback on your performance

Base: 500 staff interviewed by phone - July/August 2003

% very satisfied with job factorsExcellent Good Weak PoorFair

20%

31%28%

12% 13%

6%

Staff feel they are kept better informed in the best councils

Overall Excellent Good Fair Weak Poor

% strongly agree

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

Best have more internal cohesion overall

64%

77%

41%

65%

37%

65%

38%

65%

26%

57%

I understand my organisation’s overall objectives

I understand my unit’s overall objectives

% Strongly agree

Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

What about senior management?

10%

5%

24%

18%

31% 30%33%

28%32% 31%

I have confidence in the senior management team

Senior management have a clear vision of where the organisation

is going

% Disagree

Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor

Base: All respondents (500). Fieldwork: 12th – 27th May 2005

As a result of all of these things….

33%

51%

38%

25% 25%20%

Best are most likely to tell people outside they are great!

Overall Excellent Good Fair Weak Poor

%Strongly agree that they would speak highly of the authority to others outside the organisation

Base: All respondents (500). Fieldwork: 12th – 27th May 2005