Review of Social Marketing South East Region Presentation to Department of Health South East 5 August 2009 Hannah Corbett (South East Coast) Emma Wierzbicki (South Central)

Role of Regional Managers Key deliverables to March 2010: Regional social marketing review report Beacon Partnership Projects Work with National Support Teams Development of social marketing skills/knowledge/capacity at regional and local PCT level

Background to the review

Purpose of the Social Marketing Review To gain a broad understanding of social marketing in the regions including –current levels of understanding, knowledge, skills and practice –barriers to social marketing delivery –how social marketing is understood, championed and delivered at a local level –resources, capacity and funding Use the insight to inform Regional Development and Support Plan for each region

Research methodology Questionnaire designed with NSMC research team Interviews conducted by Regional Managers or Associates –Semi-structured interviews with individuals and groups –Face-to-face, telephone or personal follow-ups Additional interviews conducted by Central Office of Information: –Link to DH commissioned work –Telephone interviews Limitations of the Review

Principal findings

National picture - overview Awareness of social marketing was high across all regions Understanding of social marketing varied widely –Significant minority confused ‘social marketing’ with mass communications, PR and advertising –Understanding varied according to level of seniority and job role –Generally, Communications and Public Health have better understanding than Commissioners All regions enthusiastic and positive about the potential of social marketing

Barriers to social marketing Collated results from regions* 1)Lack of capacity (workload)57% 2)Lack of awareness, understanding & education56% 3)Lack of skills (training) 50% 4)Lack of resources (time/money) 30% 5)Annual targets 18% 6)Lack of senior/ other champions 14% 7)External constraints (suppliers, stakeholders)10% 8)Other (e.g. commissioning, silo working)10% 9)Organisational structure 5% *Average findings across six regions (data not available for four)

National picture - barriers Most common sensitivity: social marketing is difficult, complex, academic Strong call at local level for practical tools and guides to support the delivery of frontline projects Lack of evidence and evaluated case studies Scepticism – social marketing as the next buzz word or Emperor’s New Clothes

National picture - current activity Significant variation in social marketing activity across regions Northern regions more likely to be further advanced (NB: Spearhead funding) and targeting tightly defined groups Most projects in Scoping or early stages of Implementation

National picture - NSMC Benchmark Criteria Considerable variation in use of benchmark criteria across 10 regions Criteria most projects met –Behaviour –Customer orientation –Segmentation Criteria least projects met –Competition –Theory (behavioural) –Exchange Mixed range of approaches (from very strong to very weak) –‘methods mix’ –‘insight’

South East - SM activity South Central 7 projects were identified by PCTs 1 best practice example 1 completed regional programme and 1 scoped regional programme Low knowledge/use of NSMC benchmark criteria South East Coast 63 planned projects of which 20 are ‘live’ (mostly SCP healthy outcomes) 2 best practice examples No regional SM programmes Low knowledge/use of NSMC benchmark criteria

National picture - support for social marketing Overall, high level of commitment to social marketing Champions –Championed at either senior management or board level (or both) in most PCTs –More junior staff found difficulty in pushing social marketing up the agenda Posts –Growing number of PCTs appointed/appointing dedicated social marketing posts –Variation in where social marketing sits

South East - support for social marketing Mainly championed within public health and communications Social marketing posts (3 within South Central) Capacity is being sought in-house (integrating into existing roles) or from external agencies Capacity varies, lies with an individual without systematic project management approach. Little evidence of project teams

National picture - funding Overall, difficult to gain a clear overview of social marketing funding 2009/10 financial year –Varied from region to region –In one region, all PCTs had social marketing funding for 2009/10 –In other regions, only one PCT had allocated specific funds

South East - funding 2 PCTs across the South East have a defined budget for social marketing Funding is found on an ad-hoc basis for social marketing projects

South East: other key findings South Central Training across the region has been inconsistent 2 PCTs commissioned training independently Region-wide Urgent Care scoping work raised awareness of the potential for social marketing Enthusiasm is high for using social marketing but capacity and capability is limited South East Coast Limited and ad-hoc investment in social marketing training PCTs learning by doing and sharing ‘practice’ rather than ‘best practice’ Varied procurement practices for social marketing services Duplication of effort and resources re: customer insight

Taking social marketing forward

Development and Support Plan South East region Objectives To build capacity and develop social marketing in the region(s) and at local level linking in to NST visits To ensure all PCT Directors and Commissioners of social marketing projects have a good understanding of social marketing and are in a position to commission effective social marketing projects To support PCT Directors to integrate social marketing into normal work streams and strategies

Development and Support Plan South East region PCT support and development Procurement (NSMC Procurement Guide, regional rosters, advice) NST visit follow up Project management support Steering Group representation PCT social marketing strategy development National, regional and local Pan-SHA public health and communications joint working National social marketing campaign understanding in partnership with regional leads Links to NST, DH policy and communications leads

Development and Support Plan South East region Training and development Regional training and development plan based on PCT insight WCC integration Training for Commissioning leads Integrating social marketing into PCT/regional WCC programmes Sharing best practice and resources Case studies/speakers via existing regional networks and events ShowCase, One-stop-shop, Planning Guide, Procurement guide Communications and stakeholder engagement Ongoing communication of social marketing development programme

Questions?

Contacts Social Marketing Regional Development and Support Managers Hannah Corbett – South East Coast Emma Wierzbicki – South Central