This week the Government launched a new website as part of its consultation efforts as it develops the NHS 10-year plan.
Inevitably, a small piece of me died.
I read the Secretary of State’s lead in the Guardian in a slight frenzy. My pulse quickened reading about ‘the biggest staff engagement exercise in history’. The idea of citizen assemblies is a good one, I thought.
But the more I read, the less I understood.
Like many many others, I hopped on the new Change NHS website hoping for a bit of detail and a sense of how patients, staff and NHS partners might strike up a conversation with the Government about their experiences.
It’s early days in this consultation so I’ll try to be generous.
What I found online was a small website, with two main calls to action. One asking for the public and NHS staff to share their experiences. Another asking for responses on behalf of organisations.
So far, so clear.
But then I do not have any accessibility issues.
The site overall is WCAG 2.2 AA compliant but the accessibility statement says that there could be problems with the survey and map tools, the online workshops do not support subtitles and possible bugs with screen readers.
Ah, it’s OK. There are probably loads of ways for people with disabilities or learning difficulties to share their experiences. One would hope.
A few clicks later, I found an email address via the FAQ page via which participants can request to take part in a different format. That’s alright then.
Maybe there are going to be in person sessions, perhaps at my local hospital, where a genuine conversation might take place?
We’ll have to see.
Still, as consultations ahead of policy go – it’s much better than the long forgotten NHS England Five Year Forward View.
Published by Kirk Ward
Kirk Ward is a communications and engagement strategist with more than 15 years of experience in storytelling, understanding audiences and delivering change.
He worked as a national, regional and local news journalist and editor before moving into PR and political engagement roles in the private and regulatory sectors.
His political work has taken him to the Department of Health and Social Care, Cabinet Office and No 10 on a regular basis, helping leaders and organisations use their voices.
Kirk has held a range of senior communications roles over the last decade, building and leading teams through major change programmes, crises and shifting political and operational contexts.
As Executive Director of Communications and Engagement in the NHS, he was crucial in steering his organisation, the local community and the wider health service through the COVID-19 pandemic.
His work helped shape the rollout of the UK’s COVID-19 app, which secured over 70,000 downloads on the Isle of Wight—roughly half the total population.
Find out more about his COVID-19 work [here.](https://www.futureproofingcomms.co.uk/thelatest/fp5-chapter08)
Kirk specialises in improving staff engagement, change communications and strategy development.
His work on the Isle of Wight saw a failing NHS organisation transform its culture and performance, securing a Good rating from the Care Quality Commission. Clear communication was at the heart of that improvement, and its impact is still being felt.
Kirk’s proactive approach to media and political engagement has delivered results for a long list of public and private clients.
He is passionate about the power of good communication and engagement. Clearview started as a vehicle for supporting leaders to communicate authentically.
He advises chief executives, senior leaders, and communications professionals seeking to communicate clearly and have a lasting impact.
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