Serving diverse audiences through communications
In conversation with:
Edna Boampong, programme director for diverse and inclusive communications at NHS Confederation
Producing comms that genuinely reach the populations we serve requires us to be insight-led and insight-driven, not making assumptions or thinking that one size fits all, says Edna. And a good place to start is to make sure communications teams are diverse and representative of the communities and customers they serve.
How has your background shaped your work?
I first got my taste for working in comms in college, as president of my student union. My main interest in the role was the parties! I took our college parties from small, backstreet events to major club nights at the Ministry of Sound in London.
With all this going on, I didn’t have much time for A levels. But my mum and dad, being traditional Africans, were clear that becoming a nightclub promoter wasn’t an option! Then someone suggested a course in Public Relations and business, which would fulfil my creative side while developing my problem-solving skills.
Why did you make the switch to health communications?
Straight out of university, I went to an IT company in Liverpool and quickly realised it wasn’t for me. My dad had just been diagnosed with a smoking-related cancer, which he went on to die from, and I realised I wanted to do something more meaningful that would give back.
So I got a job working for Manchester working in the public health team as campaign coordinator for the smoke-free legislation. I loved it, and it was really close to my heart because I saw how my dad, was so addicted to tobacco, it led to his premature death at the young age of 52. He had four kids and a wife – everything to live for. But smoking is much more addictive than people.
This helped me see through some of the ‘obvious’ questions people ask, like ‘If you’re poor, why are you spending all your money on cigarettes?’ or ‘If you know it kills you, why are you doing it?’ For many people, particularly people in deprived communities and marginalised groups, it’s just not as simple as that.
That understanding of their drivers and barriers is an essential first step in anything we do to help change behaviour and improve services.
What’s the most important principle in your work?
It’s crucial to be insight-led, avoid assumptions and reject a one-size-fits-all approach. It’s important to have an enquiring mind to understand the needs of the people you are targeting or engaging with. When I look at comms campaigns, I often say, ‘Well, it looks good on paper, but you’re creating a mainstream campaign that’s only going to target a particular community.’
Usually, that target community consists of white British people because it’s the largest population. However, it’s often the minoritised groups that have the most specialised health needs. By effectively addressing the needs of these groups and providing appropriate support, the impact and value of your efforts are significantly amplified.
Also, you can’t make assumptions based on a particular demographic in one area and infer that it’s the same for people in another area. For instance, black communities in Liverpool and Manchester differ significantly, and black Africans may have distinct experiences and needs compared to black Caribbeans.
What are the biggest misconceptions you see in your work?
One is when people engage with ‘the usual suspect’, quite often middle-class white people with time on their hands, and say they’ve done coproduction. True coproduction involves intensive work alongside groups that are representative of the populations who we really need to hear from.
Another is that communication people are spin doctors or just a corporate function. Communication teams support the organisation to deliver its strategic aims and reduce inequalities. For example, through the work I have delivered and taking an insight-led approach to comms campaign, I have been able to demonstrate an increase in vaccination rates within ethnic minority groups and increases in breast screening cancer rates among Asian women.
What trends are you seeing in health communication?
I’m seeing more recognition of the importance of lived experience. Until you have experienced inequality in some way, it’s really difficult to understand it.
The Covid pandemic and the Black Lives Matter movement brought health inequalities and institutional racism to the public eye. But although most people will agree that racism abhorrent, there isn’t enough real action – not just condemning racism but demonstrating that you are all about equality.
We’re starting to see some change. But if you’re still the type of leader that has all-white interview panels for senior jobs, you should be noticing that, and actively doing something different. The intention is more important than just saying the words.
The Covid-19 pandemic and the Black Lives Matter movement highlighted health inequalities and institutional racism, bringing them to the forefront of public discussion. While most agree that racism is abhorrent, there is often a lack of substantive action to not only condemn it but also to actively promote equality.
We must see more leaders demonstrating genuine commitment to equality rather than merely voicing the right words. For instance, not using all-white interview panels for senior positions, promoting an inclusive culture where all employees feel valued and respected and by continuous listening and learning.
What’s on the horizon for you?
I’m currently leading a task force on behalf of NHS Confederation and NHS Providers looking at how we can increase diversity within NHS comms teams, particularly in senior positions.
We started by doing some primary research to get a good understanding of the experiences of people from black and minority ethnic groups, and there were some really interesting insights. We spoke to over 300 ethnic minority communicators across all ethnic mixes, so we’ve got a really broad range of views.
The next step is to engage with communication professionals and leaders across the NHS to explore what solutions we can put in place to improve the experiences of our diverse workforce and improve equality and inclusion.
As for the future, I get my energy from working with committed, clever, enthusiastic people who like me love making a difference and improving lives. So I hope to be working in communications, engagement and marketing, particularly with the NHS, for a long time. It’s what gets me out of bed in the morning.
Three tips for committing to equality in your comms
1. Know your audience. Understand the diverse backgrounds and perspectives of your audiences. Tailor communications to resonate with different groups and address their specific concerns and interests.
2. Improve your recruitment method. Use a variety of recruitment channels to reach a broader, more diverse pool of candidates. Potentially partner with organisations that focus on diversity to attract diverse talent. Ensure your job descriptions are free from biased language and are welcoming to all potential applicants.
3. Practise active listening and learning. Keep an inquisitive mind, don’t be afraid to ask questions, and engage regularly with people from diverse backgrounds to understand their experiences and challenges.