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Designing a wiser behaviour change campaign
- Keep the ac5ons simple and easy - Keep feeding stories and success - Collabora5ve working can be challenging,
but it pays off - Clear sense of shared purpose supports
connec5on with all audiences
Designing a wiser behaviour change campaign – call for projects
Designing a wiser behaviour change campaign
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How we dare to Care Without Carbon Will Clark Director of Environmental Services Capita Health Partners / Sussex Community NHS Trust
Charlie Pevere; Strategist, Neo
Sustainability and the NHS
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Three crucial challenges: - £30billion funding gap between now and 2020 - The largest public sector emiKer of CO2 in UK - The largest employer in Europe with 1.3m staff
Excellent Care at the Heart of the Community
4,500 staff serving 1.1m people throughout the community 315 Inpa5ent beds in 9 loca5ons £196m annual spend (£1m surplus) plus £4m capital spend
Brief history of sustainability at SCT
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- First Sustainable Development Management Plan approved by Board in 2010
- Strategy was called “15 by 15” – 15% reduc5on/ improvement in all major environmental impacts by 2015
- Focused on demonstra5ng the value of sustainability through tangible results
- Laying founda5ons for future development of the programme
Why is this important to SCT? Performance 2010 – 2015o SCT?
CO2 reducPon 2010 – 2015rtant to SCT?
Where to next?...
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- Well on the way to achieving our 15 x 15 targets - Challenge from Board – great but where next?! - How do we build on successes and accelerate pace of
progress and change? - How do we beKer integrate sustainability into
opera5onal fabric of Trust and put it at the heart of “core business”?
- How do we give sustainability a personality and drive real and lasPng cultural change?
Why is this important to SCT?
Branding sustainability
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- Developed a brand - CWC is shorthand for a
sustainable NHS - Making sustainable more
intui5ve for frontline staff - Instantly recognisable
across Trust
Why is this important to SCT?
5 key staff engagement challenges
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1. Too many ini5a5ves in NHS are top down – Board can’t do it alone, needs grass roots ac5on
2. How do we show that sustainability is relevant to frontline staff and make it meaningful?
3. Staff are busy, stretched and suffer from ini5a5ve overload
4. Staff are very dispersed – large geography and number of sites
5. How do we know engagement has been successful?
Behaviour change
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We partnered with Neo, to design a behaviour change campaign that would work within the Trust.
First we set out to explore the context for inspiring people to think, feel or act differently in the Trust.
Understanding the context
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• 1-‐1 interviews & workshop with exis5ng ‘carbon champions’ and stakeholders
• Site visits • Comms channel audit • Review of successful
behaviour change comms in NHS
Understanding the context
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IniPaPve overload ‘enough “change” already, thanks’
Understanding the context
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Messaging overload you’re figh5ng to be heard
Understanding the context
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Messaging overload you’re figh5ng to be heard
Understanding the context
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Varied roles & rouPnes managers, administra5ve staff, estate workers, porters, cleaners, medical prac55oners based on a ward, in a recep5on or a clinic vs always on the road
Understanding the context
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Infrastructure gap “don’t ask me to bike to work if there are no cycle racks” “don’t ask me to take an electric fleet car when the only ones are the other side of the county”
Understanding the context
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MulPple communicaPons channels not everyone uses IT no ‘silver bullet’
Understanding the context
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Environmental & financial reasons have limited influence for Carbon Champions, ‘saving the planet’ makes sense for managers, financial savings are high on the agenda
Understanding the context
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It’s tough to make Pme to look aZer yourself
Where to focus?
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Where to focus?
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Bins!
Where do people come together?
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Around the mission to care
Caring for people, caring about a healthy NHS
Purpose shared by everyone we wanted to reach
Where could we go with it?
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Stretch into caring for yourself
Build links with increasing focus on wellbeing
About feeling good and creaPng a healthier NHS
What did it mean?
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We needed more than a one-‐hit poster campaign We realised we needed a pla^orm where people could get good informaPon, make commitments to acPon and share progress.
Tone
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Feel different – not another dull ‘pledge’ We called the campaign ‘Dare to Care’ PosiPve but recognise the pressures Courage – going above and beyond
Results
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Results since February 2015: - over 900 people have signed up - almost 3500 Dares taken - also adopted by Brighton & Hove CCG - other Trusts looking to take on campaign - two NHS Sustainability Awards
Results
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- strong engagement from senior team - par5cipa5on stories, feedback from all over the Trust
“I have completely changed the way I work over the last 6 months and no longer drive my car to work.
“I catch the train and walk from the sta5on… If I need a car I use a fleet car. It’s easy to arrange and always a friendly service.
“Without Dare to Care I probably would not have done this. Thank you!” Andrea Richardson OccupaPonal Health
What’s next?
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- Working with the New Economics Founda5on to measure the impact
- New Dares every six months - More compe55ve challenges, between teams, e.g. walking
- Looking at pa5ent-‐facing communica5ons and rollout to other Trusts
What we’ve learned
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- Keep the ac5ons simple and easy - Keep feeding stories and success - Collabora5ve working can be challenging, but
it’s worth it - Clear sense of shared purpose supports
connec5on with all audiences
Designing a wiser behaviour change campaign
- Keep the ac5ons simple and easy - Keep feeding stories and success - Collabora5ve working can be challenging,
but it pays off - Clear sense of shared purpose supports
connec5on with all audiences
Exercise: Designing a wiser behaviour change campaign
Powerful allies for behaviour change:
Shared purpose + collaborative design
Designing for wiser action – a collaborative planning tool for purposeful work
Uses peer coaching to bring fresh perspectives and healthy challenge to any project we’re planning
Exercise: Explore the relationship between your campaign objectives and the shared purpose of those you want to reach with your campaign.
Roles
Project holder
Asks for help. Shares what they know.
Peers
Actively listen. Reflect back. Are curious.
1. One project per group2. Project holder – introduce your project
objective and who you’re trying to reach (7minutes)
3. Whole group – help the project holder definewhy the issue matters to each of thosedifferent audiences (15 minutes)
4. Whole group – can we see shared purposebetween all those the campaign’s trying toreach? Does it relate to the campaignobjective? (12 minutes)
5. Feedback (10 minutes between pairs ofgroups, 5 minutes with whole room)
Invitation for feedback
1. Project holder – share one thing you’velearned about the project
2. Peers - share one thing you found usefulabout the process
Visit the CharityComms website to view slides from past events, see what events we have coming up
and to check out what else we do: www.charitycomms.org.uk
14 July 2016London
#CCbehaviourchange
Sponsored by
Developing behaviour change campaigns
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