Is 2026 the year we should focus even more on communities?
by Paul Butler
We talk a lot in comms about collaboration and co-creation as cornerstones for clear, concise and compelling content.
The power of user insights to define and shape messaging. The value of partner channels for deeper reach and impact. Influence and advocacy to supercharge strategic intent.
Tick, tick, tick.
And here’s another ‘c’ for the mix – community.
But what does that mean? And how does this lesser trumpeted c stack amongst the other Cs where results and KPIs are skewed towards big numbers and metrics?
Communities by default are smaller, more concise, more nuanced. They feel counter intuitive to grandiose ambition and delivery, especially in roles or sectors that are defined by making waves and smashing KPIs.
They also matter. Like really matter. And if you embrace, foster and nurture them in the right way then the other Cs at the top of these musings blend into one.
In delivering national comms for the NHS App and NHS website, the power of community underpins a lot of what we do. As such I’ve honed a few key considerations along the way…
Communities already exist – find them.
Simple enough right and hardly rocket science.
The alternate is time and effort to define and create your own. Something bespoke that you can mould, shape and influence for a specific purpose.
That ambition is sound, but you’ll likely find that a starter for ten is already available - so dive in.
There are flourishing communities in every corner of society. Some uber niche and hyper local, others multi-layered and faceted – but plenty to go at and offering something for everyone.
The common factor is a shared goal or interest. Tap into that as your way in.
Then establish how and why you can help or make a difference to become an active and integral participant.
With the emphasis on active participation to really make it worthwhile.
Noting that building trust and rapport may still take time and effort, especially in seldom heard communities or in communities where there is healthy cynicism and preconceptions around outsiders barging in, but you’re still in front.
Be open about your purpose and intent.
This isn’t about control and clout, it’s about being present, willing and providing answers, guidance or assurance. Often all of the above.
Effective community engagement often means going back to basics, but that’s a great starting point.
Have ideas and a plan of attack but pause any grandstanding and one-way broadcast. Far better to listen, learn and establish what’s required and in what format.
Eyes and ears wide open, so active listening, and you may be pleasantly surprised.
The next steps can be a really simple something, or a something that you hadn’t previously considered.
Speak in a language the community will understand.
Literally. And if that means partnering with others because it isn’t your language, whether linguistically or technically, then seek authentic allies.
I say this as someone facing into a recurring challenge around promoting products that are only available in English, and with full awareness that it creates a limiting factor.
The ally model can serve as a helping hand in this regard, especially when you’re pushing at an open door with better equipped others who want to support.
To repeat again – embrace it.
Once you give, you can also take.
Because you are now part of the community, and the trust, credibility and authenticity that you’ve curated works both ways.
Make the community an active voice in your planning and delivery. Gain insights, refine messaging and materials, and hone new channels and networks.
Evolve the engagement and outputs into something more akin to a community of practice. Something that can provide an invaluable two-way channel if you set the right parameters for it thrive and flourish.
And what does that look like in practice?
In my world it’s a network of 2,700 – and counting – ambassadors who are supporting the uptake of the of the NHS App across health and care and into local communities.
Alongside a similarly buoyant partnership with more than 1,000 libraries where people can use free computers to access the NHS website and set up the NHS App.
Why these communities? Because insights show that 5.2 million people have low digital skills, that 2.1 million are offline and that adults aged 60-plus are twice as likely to lack online confidence.
Furthermore, every £1 spent supporting digital health access saves the NHS £6.40 through reduced GP and A&E visits and libraries are trusted community spaces, with 86% of people trusting librarians according to IPSOS polling.
Our shared goal is to help people feel more confident and empowered in accessing and using digital health services.
App ambassadors and the libraries partnership are communities that work because we actively listen, respond and continue to engage.
Collaboration and co-creation as cornerstones for clear, concise and compelling content. Simple right!
Paul Butler leads strategic comms and engagement for the NHS App as part of the Transformation Directorate team at NHS England
