Communications
Strategy
(Draft)
January 2011 – March 2013
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CONTENTS
1
Introduction
2
Vision, Values and Strategic Aims
3
Scope
4
Communications Principles
5
Branding and Corporate Identity
6
External Communications and Stakeholder Relations
7
Internal Communications
8
Roles and Responsibilities
9
Outcomes and Benefits of Effective Communications
10
Review
11
Contacts
12
Implementation Plan – April 2011 to December 2012
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1
Introduction
Communication is central to every organisation. When used effectively it supports the
creation of a positive working environment, cements working relationships with
internal and external stakeholders and sets the tone for the entire organisation.
Good communication is more than a simple exchange of information and messages:
it must involve attitude and behaviour too. Every member of Dudley and Walsall
Mental Health Partnership NHS Trust has a role and responsibility to support
effective communications – this can range from liaising with teams within the Trust
and answering the telephone, to talking to a service user about their care and
offering guidance to carers.
An environment of trust and openness is crucial to achieve effective, robust
communications. Communications is the responsibility of all staff, but managers will
need to take the lead in developing and maintaining such an environment.
This Strategy covers the period when the Trust will be seeking to become a
Foundation Trust (FT) – April 2012. Communications will be as important as ever
both during and after our bid for FT status as we look to engage our stakeholders in
our vision and goals for the future of mental health provision in Dudley and Walsall.
Aside from the FT application, the Trust is also working in a very different health and
social care environment, one which is increasingly competitive. Commissioners are
afforded greater flexibility in terms of whose services they purchase on behalf of the
people of Dudley and Walsall, with diverse providers now operating in the health and
social care arena.
In order for the Trust to compete, this Strategy sets out the principles and tactics
required to positively promote its services to its stakeholders – service users and
carers, staff, PCT and Council commissioners and subsequently GPs in line with the
“Liberating the NHS” White Paper 2010.
The Trust has adopted the “Better Together” message since its formation in October
2008. This Strategy details how communicating better together will create a positive
internal culture alongside a strong brand and enviable external reputation.
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Scope
The scope for this strategy includes:
External Communications and Stakeholder Relations (eg media relations,
patient information, partnerships, reputation management)
Internal Communications (eg all areas of informing and involving staff)
This Strategy should be read in conjunction with the following strategies:
Service User and Carer Involvement Strategy
FT Membership Strategy (currently in draft form)
FT Communications Strategy (currently in draft form)
Staff Health and Wellbeing Strategy
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Vision, Values & Strategic Objectives
This Communications Strategy will run in parallel to the Clinical and Social Care
Vision and the Annual Business Plan to ensure that it supports the Trust’s
overarching Vision and Strategic Aims.
The Vision:
Dudley and Walsall Mental Health Partnership NHS Trust aims to deliver
flexible, high quality, evidence based services to enable people to achieve
recovery.
Strategic Objectives:
To be truly “Better Together” through the delivery of high quality, evidence
based services, which are focused on the needs of the service user and meet
regulatory requirements
To embed a leadership culture at all levels throughout the organisation to
develop, empower and motivate a high performing, visionary and dedicated
workforce
To develop an integrated suite of clear, innovative, and commercially focused
strategies to deliver and support high quality mental health services
To develop creative and inclusive partnerships with stakeholders for the
benefit of service users, embedding joint working and adding value to service
provision
To develop a commercial and business orientated ethos within the Trust, to
ensure the efficient use of resources
To ensure that the workforce is appropriately skilled and engender a working
environment in which personal responsibility and pride in the development of
services is paramount
It is important that the Communications Strategy reflects the values of the Trust and
are embedded in the way we communicate with all our stakeholders.
Values:
Respect and Dignity
Commitment to Quality of Care
Compassion
Improving Lives
Working Together for Patients
Everyone Counts
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COMMUNICATIONS PRINCIPLES
The Trust’s communications strategy will adhere to the following set of principles:
Open
Decision-makers are accessible and ready to engage in dialogue.
When information cannot be given or is unavailable, the reasons are
explained.
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Consistent
There are no contradictions in the messages given to different
stakeholder groups or individuals. The priority to those messages and
the degree of detail may differ, but they should never conflict.
Corporate
The messages communicated are consistent with the aims and values
of the organisation and the NHS as a whole.
Two-way
There are opportunities for open and honest feedback, and people
have the chance to contribute their ideas and opinions about issues
and decisions.
Timely
Information arrives at a time when it is needed, relevant to the people
receiving it and able to be interpreted in the correct context.
Clear
Communication should be in jargon-free, easy to understand and not
open to interpretation.
Accessible
Ensure communications are available in a range of formats to meet the
needs of people from diverse backgrounds including ethnic minorities
and those with hearing or visual difficulties.
Targeted
The right messages reach the right audiences at the right time and
using the most appropriate methods available.
Credible
Messages have real meaning; recipients can trust their content and
expect to be advised of any change in circumstances which impact on
those messages.
Planned
Communications are planned rather than ad-hoc, and are regularly
reviewed and contributed to by senior management and staff (as
appropriate). Tactics should be proactive where possible.
Efficient
Communications and the way they are delivered are fit for purpose
cost-effective, within budget and delivered on time.
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Branding and Corporate Identity
In June 2010, the Trust adopted a new branding which encompasses the “Better
Together” message and a styling that reflected the organisation’s vision and values.
This design option was chosen following consultation with stakeholders and a
focussed Service User and Carer workshop.
Stakeholders recognised that the branding was reflective of the Trust in the following
ways:
Better Together – our staff working with service user and carers
Better Together – our Trust working with a range of partners for the benefit of
service users and carers
Better Together – our services working together to achieve positive patient
experience
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Mental Health – the cogs design is reflective of the mind working
Black Country – the cogs represent the industrial heritage of the region
Bright Future – The colouring is tranquil and promotes a brighter future for our
service users
In addition to the Trust branding, the Trust will also abide by the principles of the
NHS Corporate Identity laid down by the Department of Health –
www.nhsidentity.nhs.uk.
The Trust branding should be utilised on all material being used for external
purposes. This includes, but is not limited to, letterheads, posters, leaflets and
presentations. Internally, the branding should be used on all administration material
such as meeting agendas, posters, staff leaflets, bulletins, memos and presentations.
The Trust’s Communications Team has, and will continue to, provide advice to staff
on branding and corporate identity.
It is important that the branding is used at every opportunity to support its
development both internally and externally. This co-ordinated, improved external
image will enhance the Trust’s association with “Better Together” and lead to the
benefits of good branding including loyalty, familiarity, public confidence and
increased awareness.
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External Communications and Stakeholder Relations
A key communications priority for the coming two years is to raise the Trust’s profile
among a range of stakeholders. The target of enhancing the Trust’s reputation
among its stakeholders is one which all staff should aim to achieve. This includes
frontline staff communicating positively with service users to Executive Directors
profiling the Trust at conferences and events.
Our stakeholders are categorised as the key influencers. Communication with these
organisations/groups will generally be structured and detailed in the “Implementation
Plan – Year One” (see Section 9). However, it is important to recognise that there will
be a number of ad hoc contacts which the Communications Team will manage on a
case-by-case basis to ensure maximum benefit for the Trust.
Below is a table detailing the many of the Trust’s external stakeholders:
Service Users
Carers
Service User Support Groups
Carer Support Groups
NHS Dudley (Primary Care Trust)
NHS Walsall (Primary Care Trust)
Dudley Council
Walsall Council
Dudley Group of Hospitals NHS Trust
Walsall Hospitals NHS Trust
NHS West Midlands
Care Quality Commission
General public
Media – local, regional and national
MPs
Councillors
Monitor
NHS Litigation Authority
Potential employees
Voluntary Organisations/Charities
GPs
Other mental health trusts
Potential commissioners
Private sector
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A detailed programme of actions to enhance external communications will be
detailed in the Communications Implementation. However, there are a number of
areas which are critical to the success of good external communications and the
arrangements for these are listed below:
Media Relations
We recognise that the media is one of the most powerful conduits to communicating
with the public - locally, regionally and nationally. The local media are our partners in
the community and so will endeavour to keep them informed of our activities and
day-to-day services.
The Communications Team is committed to building strong links with the media and
will require the support of all staff, particularly senior managers, in providing
journalists with information.
The Communications Team will always respond to the media’s enquiries within their
deadline – even if that is to explain why we are unable to give a full answer to their
enquiry.
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All requests and responses to the media will be conducted through the Trust’s
Communications Team. Out of hours, the Director-on-Call will contact the Head of
Corporate Affairs or Communications and Experience Manager should a crisis
communications issue arise.
Website
More people than ever are using the online world as a method of communicating and
it is crucial that the Trust refreshes its website – www.dwmh.nhs.uk – to a high
standard.
A programme to develop the website will begin in February 2011 (see
Implementation Plan) with the expectation that it will be hosted on a new platform,
allowing a network of editors across the Trust to create content for the site. This
editorial plan will be developed in line with the overall refreshment of the website.
Currently, the Communications Team has overall responsibility for the editorial and
styling of the website, whilst the Web Development Team has overall technical
responsibility for the website.
Patient and public information (leaflets, brochures, posters etc)
We will continue to develop high quality information literature for the public, service
users and carers and commissioners, wherever there is an identified need, such as a
gap in the information we currently provide. This will be developed in line with the
Trust’s toolkit for producing patient information, which will is currently being
developed. All literature requires service user and carer input through the Trust’s
Service User and Carer Reference Group.
Service Team Managers will be responsible for identifying the need for written
information within their area, and the Communications Team will co-ordinate its
production. Wherever possible, services should seek to maximise resources by
producing publications that may be used Trust-wide.
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The Communications Team will also conduct audits across the Trust to give an
overarching perspective on the quality of patient information.
Attendance at external events/meetings
The Communications Team will identify opportunities for the Trust to be involved in
external activities. The level of participation will vary from simply attending a
workshop to presenting at a national conference. It is vital that all Executive Directors
and Senior Managers embrace the opportunity to take part in these events. The
Communications and the relevant Executive Director should be made aware of all
external apperances.
Staff as ambassadors
Staff will be recognised and developed as ambassadors of the Trust in all their
contacts with stakeholders – both formal and informal. Opportunities to promote the
Trust in an external arena should be accepted whenever possible and the
Communications Team will offer support and guidance.
Governor and Membership Communications
On achieving FT status, good communication will be vital in enabling members to
contribute effectively. For membership to thrive, it will be important to maintain a
continual two -way dialogue, both formal and informal.
The Trust will produce appropriate written communications for members, based on
successful past practice. These will be timely, relevant and available to all.
Freedom of Information (FOI) requests
All staff have a responsibility to ensure the Trust responds to Freedom of Information
requests within the legal timeframe (20 days). Freedom of Information requests are
handled by the Communications Team, reporting to the Head of Corporate Affairs.
The Trust’s policy on handling FOI requests is currently being developed and will
provide further details.
Other external communications
The principles of good communications will be adhered to in all PR material and
activity. The Communications Team will support staff in developing materials and
presentations to ensure they adhere to the core standards of presentation and
branding, content, confidentiality and accuracy.
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Internal Communications
Everyone working in the Trust, either as a direct employee, contractor or volunteer,
has a responsibility for ensuring the success of the Communications Strategy. Each
member of staff is a stakeholder of this Strategy and will rightly expect two-way
communication up and down the Trust.
Staff are the Trust’s greatest ambassadors as well as being members of the public so
it is important that they are made aware of their duty to communicate and that senior
managers take onboard feedback from colleagues.
Effective communication must be at the heart of the Trust and is a key task for
everyone, particularly those with the responsibility for supervising and managing staff
and those with direct service user contact.
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In order to develop communications, the Trust will promote a culture that:
Is open, transparent and clear
Encourages staff to suggest new ways of working
Supports constructive feedback
A range of internal communications methods will be utilised to ensure staff receive
information in accordance with the Trust’s Communications Principles (see Section
4). Full details of methods can be found in the “Implementation Plan – Year One”
(see Section 9)
In addition to having responsibility for the dissemination of all corporate messages,
the Communications Team will work together with other Trust directorates to ensure
there is a streamlined, consistent and integrated approach to all staff
communications. All communications to staff, with the exception of Training
Information, should be approved and issued by the Communications Team.
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Roles and Responsibilites
Communications is “everyone’s business”. This is an ethos that the Trust must
adopt in order to realise the benefits of good communications both internally and
externally.
It is recognised however, that certain staff groups will have differing roles and
responsibilities in supporting and delivering elements of this Communication
Strategy. This can range from promoting and practising good communication
internally as well as assisting in building the profile of the Trust externally.
Below is a list of roles and responsibilities of staff groups which, if adopted, will have
a positive impact for the Trust. These are not exhaustive and all actions to promote
good communication are encouraged.
The Communications Team:
Responsible for facilitating the delivery of the Implementation Plan.
Take lead responsibility for facilitating and promoting good internal and
external communications, as well as providing professional advice and support
to the Board
Be ambassadors of the Trust will all stakeholders (ie service users and carers,
professional partners, etc)
Create and manage a range of internal and external communications
techniques and identify opportunities to build the Trust’s profile
Support staff in practising effective communication for a range of target
audiences including service users and carers
Executive and Associate Directors
Work with the Communications Team to agree messages and the methods of
appropriate communication both internal and external audiences
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Ensure all information, as far as possible, is communicated internally before
externally
Ensure that management behaviour and style is consistent with the principles
in the Communications Strategy
Respond positively to requests to profile the Trust at events such as
conferences through presentations or representation
Represent the Trust at external meetings such as the Overview and Scrutiny
Committee and Local Involvement Networks (LINks)
Assist in the timely delivery of all important issues to staff in the organisation
Work in partnership with staff and their representatives, to ensure the
Communications Strategy works
Non-Executive Directors
Act as ambassadors for the Trust to key external stakeholders
Champion the Communications Strategy within the areas that they are NonExecutive Lead
Where they are committee members, identify issues raised in meetings that
require communication to a wider audience
Professional Leads
Act as a communications representative for the respective professional groups
Facilitate the promotion of professional group activities
Take responsibility for communicating key messages to respective
professional groups
Drive the communication of professional group projects, with the support of
the Communications Team
Heads of Service, Team Managers and Clinical Leads
Ensure regular and timely communication with service users, carers and staff
within their department/service
Aim to communicate service changes/developments to service users, carers
and staff at the earliest opportunity
Hold regular staff team meetings to communicate key messages
Identify good news stories for internal and external use and/or issues that
could damage the Trust’s reputation and report them to the Communications
Team
Ensure staffs’ views are considered, and responses given where appropriate
To identify potential blocks to communication within the service or with partner
agencies and aim to remedy them
Investigate conflicting information and to stop false rumours circulating
To take responsibility for delivering information, and obtaining the views of
service users and staff, in a consistent manner.
To ensure personal development for themselves and their staff in
communication skills
Represent the Trust at partner agency meetings
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Staff Representatives
To ensure that the information sent to them is communicated to their members
To feedback the views of staff through formal meetings and informal
mechanisms
To clarify conflicting information and messages with the Director of HR and to
attempt to stop false rumours circulating
To work with managers in ensuring that the Communications Strategy is
working, and to work with the Communications Team to address any issues
All Staff
To communicate appropriately with service users and carers
Notify the Communications Team of any communications issues raised by
service users, carers and the general public
To act as ambassadors for the Trust to create a positive external reputation
To keep themselves informed of initiatives, trends and key issues relating to
the Trust and wider NHS using the various methods of communication offered
by the Communications Team
To clarify any areas of misunderstanding with their line manager
To seek and ask for information, particularly from their line manager
To respond to requests for information and ideas
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Outcomes and Benefits of Effective Communications
An effective Communications Strategy will lead to numerous positive outcomes for
the Trust both internally and externally. Below are examples of these:
External
Positive stakeholder recognition
Enhanced external profile (linked to Deloitte’s Board feedback, March 2010)
Strong partnership relations
Consistent positive presence in the media
Increased opportunities to showcase the Trust on regional and national platforms
Internal
Improved morale of colleagues
Increase in efficiency due to good communications between teams
Promotion of healthy working relationships
Each Implementation Plan will detail a set of “hard” outcomes linked to each activity
in order to measure success. These will include (but not limited to) media coverage,
representation of the Trust at external forums, mentions in partnership newsletters,
number of engagement opportunities for colleagues and NHS Staff Survey metrics.
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Communications Team Contacts
The Communications Team can be contacted by:
Telephone: 01384 362364
Email: [email protected]
Mobile/Text: 07766 423073
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Implementation Plan
Since the formation of the Trust, the Communications Team has managed, facilitated
and co-ordinated a range of activities to support the Strategic Aims and Annual
Objectives. All tactics have been structured in short-term, three-month activity plans
to ensure that the team’s outcomes supported the Trust’s fast-moving direction of
travel.
Once the Trust’s Annual Objectives have been set for 2011/12, the Communications
Team will develop quarterly Implementation Plans, starting in April 2011, to support
the delivery of these aims.
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Review
The Implementation Plans described above will be reviewed and evaluated on an
ongoing basis and outcomes will be formally reported to the Management Executive
Team (MExT) on a quarterly basis or as required.
The outcomes of Year One of this Strategy will be formally reported to Trust Board in
March 2012 or as required.
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