Findings are translated into practical, prioritised recommendations for communications, engagement, messaging, stakeholder segmentation and future benchmarking.
| Finding | Implication | Recommended Action | Priority | Owner / Area |
|---|---|---|---|---|
| Wider stakeholders have mixed understanding of HEIW's role and remit. | Misunderstanding may reduce engagement quality and create unrealistic expectations. | Develop a clearer stakeholder-facing narrative explaining HEIW's statutory role, responsibilities, boundaries and value to NHS Wales. | High | Communications & Engagement |
| Strategic stakeholders value HEIW but want more structured engagement. | Strong relationships may become inconsistent if engagement is not planned and visible. | Create a strategic stakeholder engagement calendar for the Top 30 organisations with clear touchpoints, feedback loops and senior ownership. | High | Senior Leadership / Engagement |
| Messaging is not consistently understood across operational groups. | Important priorities may not translate into local action or shared understanding. | Create segmented messaging packs for system leaders, workforce partners, education providers, clinical communities and operational stakeholders. | Medium | Communications |
| Early career and clinical communities show lower awareness but high interest. | HEIW has an opportunity to build future-facing engagement and advocacy. | Develop targeted engagement routes and simplified communications for trainees, early career professionals and clinical communities. | Medium | Engagement / Workforce |
| Stakeholders want stronger evidence of impact. | HEIW's work may be valued, but its system contribution is not always visible. | Create a stakeholder-facing impact narrative showing how HEIW supports workforce supply, education, leadership, transformation and improved outcomes for Wales. | High | Strategy / Communications |
| This is the first stakeholder perception benchmark. | HEIW needs repeatable measures to track improvement over time. | Retain a core benchmark question set for annual or biennial tracking across awareness, clarity, trust, engagement and perceived impact. | High | Strategy / Insight |
Misunderstanding may reduce engagement quality and create unrealistic expectations.
Develop a clearer stakeholder-facing narrative explaining HEIW's statutory role, responsibilities, boundaries and value to NHS Wales.
Strong relationships may become inconsistent if engagement is not planned and visible.
Create a strategic stakeholder engagement calendar for the Top 30 organisations with clear touchpoints, feedback loops and senior ownership.
Important priorities may not translate into local action or shared understanding.
Create segmented messaging packs for system leaders, workforce partners, education providers, clinical communities and operational stakeholders.
HEIW has an opportunity to build future-facing engagement and advocacy.
Develop targeted engagement routes and simplified communications for trainees, early career professionals and clinical communities.
HEIW's work may be valued, but its system contribution is not always visible.
Create a stakeholder-facing impact narrative showing how HEIW supports workforce supply, education, leadership, transformation and improved outcomes for Wales.
HEIW needs repeatable measures to track improvement over time.
Retain a core benchmark question set for annual or biennial tracking across awareness, clarity, trust, engagement and perceived impact.
Designed to support HEIW's Communications & Engagement Strategic Framework 2025–2030 and future stakeholder perception benchmarking.