Strategy, Policy, Transformation
Creating a brand name and full PR, marketing and communications campaign strategy or new national VE/VJ Day 80th Anniversary commemoration project.
The Department of Culture, Media and Sport and Arts Council England appointed Future Arts Centres to deliver the key cultural sector commemoration of Victory in Europe (VE) and Japan (VJ) Day.
The ambitions programme involved 60 arts centres and libraries across the UK working with their local communities to
Consultancy work included:
• Developing a creative brand name for the entire project – Our Freedom: Then and Now
• Development process, research and writing the project’s overall PR, marketing and communications strategy across earned, owned, paid and partner channels.
• Producing briefs for consumer PR, Digital PR and Digital agency support
• Supporting selection process, briefing agencies, and ongoing advic
Medical Royal Colleges are complex membership organisations which play an active role in their medical professions at all stages of careers, from initial training and qualification, through to national guidelines and government policy.
As consultants, we worked with the RCoA on a new brand strategy, which included developing a new vision and mission for the organisation, new corporate values, and a clearly defined messaging matrix across all audiences. Close collaboration and co-development with staff and members ensured valuable input and ownership of the change.
The response to the forward-looking new brand – celebrating the role of anaesthetists at the heart of healthcare – has been very positive.-
When London-based Catalyst Housing was planning its merger with Aldwyck Housing Group to create a larger organisation with an extended geographical footprint, staff at all levels across both organisations were of course directly impacted.
Communications and HR challenges in both organisations ranged from emotional attachment to existing brands to managing major change: adopting new ways of working, office closures as the estate was rationalised, vitally, redeployment of staff into new roles and structures.
Working in house, we led on employee communications throughout the process. We created the internal communications strategy and messaging working closely with senior leaders and staff representatives and delivered an integrated campaign including all-staff briefings, regular cross-channel updates, Q&As and new ‘connection sessions’ for teams who would be working together.
A successful merger led to a thriving new Housing Association operating under the Catalyst brand, which has since gone on to merge with Peabody, forming one of the country’s largest housing associations.
Developing the national charity’s first marketing and communications strategy to raise awareness of the benefits of creative health and increase uptake within the health and care sector at delivery level.
Driving new approach for the National Centre for Creative Health (NCCH) from research and advocacy at national level, to adoption of creative health interventions, strategies and approaches across NHS providers (Trusts, Primary Care), social care, public health, ICBs (including population health and reducing inequalities programmes), neighbourhood health services, education and more.
Consultancy work included:
• Blended research including surveys and face-to-face interviews with senior clinical leaders, commissioners, directors of public health, strategy directors and more
• Producing detailed strategy incorporating current situation analysis, barriers and drivers for adoption growth, new segmented messaging, and new communications channels and products
• Identifying and commissioning new creative resources to support strategy: videos and delivery support materials (benefits and use case studies, and ‘how to’ implementation guides for sector staff at system, place, neighbourhood, and frontline staff level)
• Implementation support: developing new focused sector newsletters, webinars, email marketing, website section and content, media relations and more
• Commissioning and project managing new video and case study and implementation guidance resources for health and care professionals
• Developing and delivering NCCH’s first ever proactive national, multi-channel campaign to promote benefits of creative health for children and young people’s mental health, including direct stakeholder outreach, newsletters, organic social media campaign, partner marketing, website/blogs content-campaign, webinar, APPG event – and including a question at PMQs!
Oxford Health NHS Foundation Trust
Creating a communications and engagement strategy for Warneford Park – Oxford’s world-class centre for Mental Health and Brain Sciences
• Consultancy to develop first communications and engagement strategy for a proposed pioneering joint Oxford Health, University of Oxford and philanthropist £500m new hospital, life sciences R&D hub and business incubator, and higher education-clinical research facility.
• Developing and co-creating new brand and benefits proposition, messaging platform, and multi-stakeholder engagement approach in complex political, funding and partnership environment
• Central strand of work in developing Outline Business Case for government’s New Hospitals Programme
• Reporting directly to programme board comprising Trust and University C-suite members, investors, senior academics and clinicians, chaired by former Home Office Permanent Secretary
Research, insight and developing a new candidate attraction proposition and improved website
The four Acute Trusts in this new Provider Collaborative had launched a joint, centralised recruitment service for all roles except doctors, with a new hub and single team.
We delivered a highly successful joint Band 5 nursing recruitment campaign for the four Trusts, involving Directors and Heads of Nursing, and attracting hundreds of final year and newly-qualified nurses to respond, apply and attend special careers webinars.
But a more strategic, long-term approach was required to develop a unique South West London (SWL) NHS candidate value proposition, and develop marketing messages, content and a much better website – all at low cost. Take a look at the new website: www.nhscareerssouthwestlondon.nhs.uk
We undertook an in-depth research project, with staff and externally, to understand the key drivers – and barriers – to working in the Trusts and the geographical footprint.
We then turned this new insight into a new value proposition and South West London differentiator, with a distinct messaging platform and clear key messages to attract candidates into the area.
We developed a new website structure, with improve information and navigation round job roles and families, a quicker user journey to core content, and interesting and creative new written and video content. We arranged, briefed and filmed some 30 new staff videos of people working in the Trusts telling their stories and in their words why others should come and join South West London (SWL) NHS services and teams.
Qualitative and Quantitative research included:
• Discovery phase: scope, current state of play
• Comparator organisations websites: similar NHS partnerships and organisations and other public services with distributed and/or multi-site models ranging from multi-academy trusts to large Police forces
• Candidate journeys: on the previous SWL website, and for comparator organisations, based on key job roles and generically
• Online surveys of recruitment staff, hiring managers and staff at all levels and in all job roles in the SWL Trusts
• Focus groups and 1-2-1 interviews: ten separate sessions taking a deep dive into the key job families and roles and understanding the challenges, barriers, drivers and opportunities to attract people into the services, Trusts and region as a while
Our in-depth report explained the findings, identified trends and commonalities, summarised the issues and opportunities – and proposed new strategic candidate propositions, messaging and marketing communications approaches. These were all adopted by the client.
We developed a new structure and content for the website, which is now live at: www.nhscareerssouthwestlondon.nhs.uk
This was all developed and delivered at low cost. It has made an immediate and long-term impact, helping SWL stand out in a hugely competitive market.
Driving wide-ranging opportunities for innovation, growth and service improvement at both targeted and 3.7 million population level through a partnership of three NHS Trusts.
I led development and successful delivery of three submissions which secured £400m+ of devolved central NHS commissioning budgets for SLP to manage locally – with just ten awarded nationally.
My wide-ranging development work included delivering a range of new strategy, policy and wider stakeholder partnerships to transform mental healthcare including:
• Devising new sector-specific approach, undertaking direct engagement and launching the unique South London Higher Education Mental Health Strategy Group – bringing together Director-level representatives from six universities
• Led and wrote bid for the first ever national Provider Collaboratives devolution of commissioning budgets for specialist mental health services from NHS England centrally. Working with clinical directors and others across the Trust to devise case for change, write and submit large and complicated tenders. Successfully secured c£412m commissioning budgets over four years with SLP selected for just three of just ten Fast Track Provider Collaboratives nationally
Policy and influencing:
• Research and writing policy responses to NHSE/I consultations
• Writing content for two Integrated Care System (SWLHCP and OHSEL) mental health strategies
• Contributing to NHSE, CQC, Health Foundation and other national policy and best practice publications to influence policy-makers and approaches to collaboration
How well was one of the UK’s key voices for the £multi-billions pensions industry representing its member firms? Does it effectively inform and influence government policy? How is the Pension and Lifetime Savings Association (PLSA) truly perceived by senior level key stakeholders?
After developing a focussed new survey for this complex industry, we undertook a series of in-depth 30-60 minutes’ telephone interviews to find out.
A key part of the work was initial engagement to secure diary time with leading MPs, members of the House of Lords, financial services sector regulators, and other influential professional bodies and thought leaders – convincing them of the importance and value of their time and views.
Detailed conversations with many key stakeholders informed our report, which covered broad perceptions and corporate reputation, specific policy areas, opportunities to improve and develop all aspects of its public affairs and policy work, competitor benchmarking, and assessing the influence and importance the PLSA has in shaping the national agenda.
The research and resulting report was highly valued and shared across the organisation including at Board level. Follow-up briefing meetings took deep dives into the anonymised research and helped identify actions and opportunities to add even more value, for a highly-regarded in-house team.
Channel sales and marketing strategy, new business development
Working closely with national team and network of 31 distributed offices I developed the business’s first national sales and marketing strategies across four core business channels.
This incorporates national, multi-channel campaigns and local, target sales-driven activity for consistent implementation in regional markets. As Marketing Communications and Development Manager I oversaw delivery, with annual revenues growing from £29m to £84m inside three years. Select Education also recorded the highest margins (NDR) within the Vedior (now Randstad) Group.
Business development success covered product expansion, diversification, identifying new vertical market opportunities, research working with cross-department teams to write tenders. Impacts included winning new business in competitive processes, including the first-ever University for Industry (LearnDirect) National Tutor Service contract with £1.2m; and a unique Qualifications and Curriculum Authority contract for c£105k. I also spearheaded Local Authority partnership working on preferred supplier status and launched a new division directly delivering Out-of-School care in partnership with a London Borough.
Devising and facilitating planning workshops, plus research and development and strategy and action planning for new change consultancy launched by two senior NHS directors.
Create clear Value Proposition and market differentiators within an established competitive landscape. Assessed and identified market need and created a new, distinct product and services set for NHS and wider public and private sector CEOs needing to implement major organisational change.
I produced a full short and mid-term marketing and business development strategy and practical implementation plan for to drive awareness and new client acquisition.
Engagement strategy for major regional programme
Communications plan for transformation programme
David was a key member of the core leadership team responsible for the development and mobilisation of the first wave of NHS specialist mental health provider collaboratives. David has an excellent set of skills and expertise in working in complex health and care settings that have enabled him to engage with senior clinical leaders to support them to realise their vision for transforming patient experiences. David is a fantastic team player who is generous in sharing his knowledge and experience. This enabled the leadership team to drive the development of an ambitious and dynamic transformational agenda that has improved patient outcomes and led to reduced waits and greater choice about where care is provided. He embraced innovation to support cohesive team working throughout the Covid-19 pandemic. His determination to effectively communicate with every layer of the organisation in numerous ways, has meant a wider understanding of the benefits of partnership working has increased ten-fold. David is tenacious in his capacity to find opportunities to make a difference. He makes connections and undertakes research to add extra value to whatever programme he’s leading. This is complemented by his ability to rapidly build relationships with key stakeholders and nurture these in order to strengthen wider collaboration. If you want something doing rapidly and spot on, ask David. David never fails to deliver. His work is thorough, well researched and conveyed in a straightforward manner that can’t help but engage you. Regardless of the complexity, David rapidly evaluates the issues and convey the key elements of a case for change in a concise manner. He is a great asset to any team, proactive in picking up new challenges and bringing a fresh perspective to the most wicked problems.
Jeremy Walsh Managing Director, South London Mental Health and Community Partnership