2015/16 Communications Strategy (FOR APPROVAL)
1. Executive summary
This paper presents the CCG’s communications strategy for 2015/16. It reflects recent discussions
between the Director of Communications for BHH and CCGs (e.g. Chief Operating Officers,
Governing Bodies, Senior Management Teams).
The strategy is based on meeting four strategic aims, which will support and/or enhance GP-led
commissioning of local NHS services:
1.
2.
3.
4.
Reputation management
Leadership support
Delivery and transformation
Statutory duties
The paper is structured as follows:
The Introduction of this paper (Section 2) sets out some guiding principles regarding how
communications will be managed and presents an outline of the four strategic aims. Sections 3-6
discuss each strategic aim in more detail, describing associated communications activities and
approaches. Section 7 considers risks and mitigations connected with the strategic aims and
broader CCG operating environment. Section 8 looks at accountability for delivery and related
governance arrangements for keeping the CCG informed of progress on the delivery of this
communications strategy. The paper concludes (Section 9) by considering immediate priorities and
next steps.
Ian Adams, Director of Communications, BHH (August 2015)
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2. Introduction
CCG communications should not exist in the abstract. Done well, communications is explicitly linked
to supporting an organisation’s strategic priorities and related business plan – in the CCG’s case, its
annual commissioning intentions – and reflecting external developments inside the organisation.
We will place the patient (or wider public) at the heart of our external communications and will work
with CCG colleagues on deploying the most appropriate language to describe our public-facing
services, bearing in mind the needs of the local population.
There is much we could and should do, but tight finances translate into constrained resources for
CCG communications. While this will, of course, set boundaries and limits to what we can achieve in
the year ahead, it should not lower our ambitions around quality and impact of our communications.
Arguably, the more resource-constrained we are, the more focused we should be in how we deploy
our given communications resources, keeping a tight focus on areas where we can generate added
value and demonstrate impact – whether about people’s perceptions of how their local NHS is
managed or on people’s behaviours when accessing local NHS services.
Given this, a guiding principle suggested is ‘fewer, bigger, better’ when describing how the
Communications function will support the CCG’s delivery and performance priorities.
Communications support for the CCG will, therefore, focus on four strategic aims, based on those
areas where we can deliver most value through our expertise, resources and responsibilities:
1. Reputation management – e.g. promoting CCG successes through local news media, among
local stakeholders and via our own channels, especially high reach/low cost digital ones
2. Leadership support – e.g. briefing the top team on emerging policy-related challenges and
opportunities; supporting better ways of working by facilitating open and regular two-way
dialogue between senior management and CCG staff
3. Delivery and transformation – e.g. communicating the impact of local service change on and
among patients and the public at large; undertaking a specific and focused communications
campaign on non-elective care, in particular on A&E usage during the peak winter season
(Q3 and Q4)
4. Statutory duties – delivering the CCG’s statutory obligations around Freedom of Information
(FOI) and publication of its annual report and accounts, and importantly relevant
recommendations from the Coulter Review which have a bearing on communications
Together, these four strategic aims will provide the CCG with focused communications support
during 2015/16, reflecting the strategic priorities of the CCG (based on recent dialogue with senior
CCG managers and GB members) and the available levels of Communications resource in BHH.
Each of these four strategic aims is discussed in more detail, below.
3. Reputation management
Ian Adams, Director of Communications, BHH (August 2015)
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The NHS is under increasing scrutiny, in terms of its financial efficiency, quality and safety, and
meeting rising expectations among patients, the public and stakeholders. Locally the CCG must
continue to build and demonstrate its leadership role for NHS service planning, resource allocation
and quality, safety and innovation.
The key word here is ‘locally’: communications support will focus on promoting the successes of the
CCG in delivering its strategic priorities, as articulated in its annual commissioning intentions. We
will execute this strategy through existing and new communications channels, reflecting changes in
the way that patients, the public and stakeholders receive news and information about services such
as the NHS. In practice this means an increased focus on digital channels, complementing our
existing relationships with local and trade media (e.g. through the existing 24/7 press office which is
provided by Communications on behalf of the CCG), and among local stakeholders.
In common with other CCGs in North West London we wish to migrate to a single content
management system (CMS) which will offer internet users a more ‘responsive’ experience when
accessing CCG websites via smartphones and tablets (a growing channel, according to Ofcom):
Furthermore a single CMS will remove the need for communications staff to learn to use several
different content authoring systems, thus making updating CCG websites simpler and faster. We will
consult with key individuals in the CCG about upgrading the CMS and raising the standard of the
Ian Adams, Director of Communications, BHH (August 2015)
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CCG’s website. (We will also upgrade the intranet CMS during 2015/16 so that it benefits from a
cleaner design and easier-to-use interface for InSite authors.)
Linked to this, we will dedicate more resource to using social media to promote the work of the CCG
among specific audience groups, in particular younger adults who are increasingly difficult to reach
via traditional news media. In so doing, we need to be ready to respond more in ‘real time’ to
feedback received and comments posted by social media users about local NHS services. To support
this, we will develop and seek approval for a Social Media Policy to manage the risk of increased
interactions with members of the public and other stakeholders via social media channels.
We will also support the planned development and promotion of a patient-focused ‘app’, providing
local patients with service-based advice and information, reflecting the changing needs of a
connected population.
Alongside these digital communications developments, we propose launching a stakeholder-facing
printed and online quarterly newsletter, where this doesn’t exist already, providing tangible
evidence of the CCG’s leadership in the local health economy and promotion of services for patients.
Increased use of digital channels for engaging with patients and other stakeholders will present
greater opportunities to track uptake of existing and new digital channels, and we will provide the
CCG with regular data reports showing usage of these.
4. Leadership support
Communications will provide additional support to the CCG COO and SMT, principally by briefing
them on emerging or new policy developments which present both challenges and opportunities to
the CCG. This increased level of ‘horizon scanning’ support will be reflected in enhancements made
to BHH Essentials, therefore keeping staff generally updated on policy developments.
Additionally, Communications will offer pre-briefings to COOs and other senior CCG managers prior
to local Overview and Scrutiny Committees (OSCs) and, where required, post-OSC support. This
support will focus on likely or possible issues to be raised and the development of lines to support
our dialogue with local OSC members and council officers. This activity needs to be joined up with
our media-handling strategy, given the public nature of these meetings.
Another way that Communications will support CCG leadership teams is through the emerging
Organisation Development (OD) programme, focused on improving the way that CCG staff work,
both within the CCG, and across BHH and the healthcare system more widely. We will facilitate
quarterly pan-BHH staff meetings, led by the BHH Accountable Officer and supported by the CCG
COOs, where local OD progress will be showcased to staff, based on their local leadership of the OD
programme. (CCG-level staff meetings will continue to be managed locally.) This will be
complemented by promoting staff take-up of HR training and development modules and
programmes.
Ian Adams, Director of Communications, BHH (August 2015)
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Through all this we wish to support the CCG in further developing and communicating its corporate
vision and mission among key stakeholders, demonstrating the CCG’s role and success in leading
healthcare commissioning on behalf of the local patient population. We will seek opportunities to
progress this during 2015/16.
5. Delivery and transformation
An increasing level of planned changes to how serves across BHH (and more widely across NWL) are
delivered will happen more locally, in particular the implementation of out of hospital care and
related changes to primary care access.
Communications will support this by keeping the CCG informed of system-wide transformation
strategies and plans, not least Shaping a Healthier Future, through our links with the SAHF
programme office and communications function.
Locally we will undertake a focused communications campaign targeting users of A&E who should
attend other parts of the system instead, in particular primary care, or who should deploy self-care.
We are currently gathering examples from elsewhere to help stimulate ideas around campaign
messaging and brand identity:
During Q2 we will design and test communications materials for deployment during Q3 and Q4, and
will seek approval for additional targeted investment in this marketing campaign (building on
previous publicity campaigns undertaken during winter and coordinated with PPE activity).
This campaign will be based around ‘harder’ messaging and related imagery, designed to change
behaviours of some patients who use their local A&E as a proxy for GP appointments or self-care.
Ian Adams, Director of Communications, BHH (August 2015)
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This is a complex and high-risk issue, and we will need to demonstrate return on investment in this
campaign activity, both in real-time and over the longer-term.
To support this development we are reviewing evidence from elsewhere regarding the impact of
similar marketing campaigns, including in South West London:
We will involve local CCG managers in helping to design the campaign plans and will pre-test the
deployment of campaign materials through dialogue with targeted patient and resident groups,
aided by PPE colleagues, as well as via partner channels (e.g. local acute trust; local authority; local
voluntary bodies; local employers; GP surgeries). We will agree common ‘lines’ with our strategic
partners in order to manage reactive media relations and work in partnership on ‘good news’ stories
demonstrating the success of this campaign.
Primary audiences to be targeted through this campaign will be mothers with young children (< 24
months) and young working-age adults (18-30 years) – based on both groups being relatively high
users of local A&E departments for non-urgent/non-emergency care. We will also develop specific
related messages targeting residents who have recently moved into the local area.
See Annex for more on this campaign.
Alongside our main focus on A&E, Communications will also provide some support to other local
service change initiatives, e.g. promoting the launch of new and/or enhanced services among
patients and stakeholders through news media, direct and digital channels. Support for this activity
will be constrained by available resources, given our desire to impact A&E attendance on behalf of
the CCG.
Ian Adams, Director of Communications, BHH (August 2015)
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Importantly, where appropriate, Communications will deploy similar tactics in neighbouring CCGs in
BHH if they are proven to have an impact on patient/public behaviours. Furthermore some
elements of campaign development and delivery will be managed pan-BHH, where it is agreed by
the BHH SMT that the strategic aims are common across the three CCGs. This will help to optimise
our effectiveness and efficiency of communications delivery undertaken on behalf of all CCGs.
6. Statutory duties
An independent review of Brent CCG’s patient and public engagement during 2014/15 (the Coulter
Review) made 12 recommendations, since adopted in full by the Governing Body.
Recommendations which have a bearing on our communications are as follows:





Investing more in insight, engagement, outreach and related communications
Strengthening the Health Partners Forum
Establishing standard systems for engagement to be used across Brent CCG
Closer collaboration with Brent Council
Reorganising the governance structures of the CCG’s committees to clarify the different
functions of public engagement and public accountability/assurance
It has been agreed that new engagement-focused resources will be integrated with the CCG’s
communications function, in order to optimise the delivery and performance of engagement going
forward, under the direction of the CCG’s communications lead. In practice this will mean
implementing the above Coulter recommendations, as a part of the CCG’s overall communications
and engagement strategy during 2015/16 and beyond.
Specifically during autumn 2015, we will:





Recruit to two new positions (Head of Engagement and Communications Manager) – linked with
wider organisation redesign of the CCG
Bloster the Health Partners Forum to expressly facilitate targeted engagement at scale in
support of the CCG’s commissioning intentions for 2016/17
Procure, in partnership with Brent Council, a dedicated outreach function in order to manage
and deliver specific outreach activities in support of the CCG’s commissioning priorities and
related service redesign/re-procurement – this will include making our engagement more
systematic and planned
Map engagement-related feedback channels and mechanisms, and ensure that these are
understood and deployed across the CCG
Embed new governance structures in support of engagement through deployment of clear and
consistent messages relating to these new structures
In all, there is an increasing need for effective patient, public and stakeholder engagement (PPSE)
which we will address through a new PPSE function. This is expected to improve the coordination of
information and to help capture PPSE views for influencing the commissioning cycle and improving
Ian Adams, Director of Communications, BHH (August 2015)
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service users’ understanding of Brent CCG’s commissioning decisions, based on addressing the risks
identified by the Coulter Review.
Additionally, Communications will continue to be accountable for managing the CCG’s legal
obligations to respond to FOI requests, normally within 20 working days. This year we have set an
objective to meet the Information Commissioner Office target of achieving at least 85% against this
benchmark (compared with an average of 82% achieved across all CCGs in North West London in
2014/15).
Any improvement in FOI performance will depend on continued support from local CCG
management teams, in particular COOs, for ensuring that information requests are efficiently
managed and processed, coordinating the collation of data via the central FOI team, part of the
Communications function.
As in previous years, Communications will manage the production of each CCC’s annual report,
working closely with Finance and Governance to coordinate the production of annual accounts and
annual governance statements, respectively.
We will use updated information from the CCG’s annual report to refresh relevant information on
the CCG’s website (as we are currently doing, based on the 2014/15 annual report). This represents
a good example of how Communications will add value by deploying the same (or similar) content
across different channels, where appropriate.
7. Risks and mitigations
Successful delivery of the above strategic aims will be based on managing a number of risks
associated with CCG communications:
•
•
•
•
•
Complex change management agenda – based on the ambition of our transformation goals,
and scale of the CCG’s commissioning intentions and in-year QIPP targets
Sensitive operating / stakeholder environment – based on high levels of expectation
around public accountability, especially during periods of major service change
Failure to communicate sufficiently widely – based on a need to communicate not only with
service users and their carers, but with wider stakeholders, both internally and externally
Pace and scale of transformation – the post-election period has increased expectations
about the speed and ambition of system change, including the depth of integration with
social care
Resource constraints – continuing to demonstrate value for money from investment in
communications, in particular around supporting and embedding change and
transformation
To address these risks, the following mitigations will help to inform this communications strategy:
•
Prioritisation – deployment of targeted change campaigns, each with clear objectives / KPIs,
and focused on supporting the delivery of specific CCG priorities – in particular around non-
Ian Adams, Director of Communications, BHH (August 2015)
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•
•
•
•
•
elective care and A&E attendance during winter; plus related prioritisation around audience
segmentation, targeting and channel deployment
Accountability – clear leadership within the CCG for ‘sponsoring’ agreed communications
activity, with Communications remaining accountable for delivery and provision of related
metrics
Pace – a requirement to instil greater ‘urgency’ into our stakeholder messages and CCG
narrative, intended to speed up change within the system
Consistency – an agreed core narrative and, linked, to this, consistency in the delivery of our
messages (audience targeting, channel deployment)
Scale / reach – construct greater two-way dialogue with priority audiences; to be delivered
at scale through improved digital channels, especially to increase patient involvement
Goals – agreed performance measures or indicators, linked to all core communications
activity undertaken on behalf of the CCG
8. Delivering this strategy – accountability, measurement and governance
The BHH Director of Communications is accountable for the successful delivery of this annual
communications strategy. In practice this means agreeing communications priorities and plans with
the CCG; allocating sufficient resources needed to deliver these priorities and plans, working within
the given resource envelope or deploying incremental resource for specific agreed activities or
campaigns. The organisation structure shared across the three BHH CCGs is as follows:
To support delivery against plan, will agree a quarterly forward look with the CCG COO, reflecting
inputs from CCG service leads and other relevant stakeholders. Progress against plan, which will
include agreed delivery or activity metrics, will be reported at the CCG SMT meeting on a monthly
Ian Adams, Director of Communications, BHH (August 2015)
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basis. Twice-yearly we will report back to the CCG Governing Body on our overall progress of
delivering against the four strategic aims outlined earlier.
Proposed activity indicators, linked to each strategic aim, are summarised below:
A key dependency related to successful delivery is the working relationships between the centralised
Communications team and the local PPE / CCG member / internal communications teams. The
success of delivering the four strategic aims outlined in this communications strategy will require
close coordination with and support from these local teams.
9. Conclusions and next steps
This short strategy paper establishes a baseline against which to determine the future success of the
CCG’s communications.
Execution of this strategy will reflect a need to focus communications delivery on ‘fewer, bigger,
better’ activities, especially around non-elective care/A&E usage.
To support this we wish to invest in new and/or improved communications channels, not least our
digital presence (addressing the increasing volume of mobile users) in order to extend the reach of
Ian Adams, Director of Communications, BHH (August 2015)
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the CCG’s communications beyond its traditional audiences and embracing new priority audiences
such as young working-age adults.
Immediate priorities are to:
1. Agree the scope of and develop a compelling A&E-focused patient campaign during Q2 for
delivery in Q3 onwards, in collaboration with our strategic partners
2. Continue to increase awareness among the CCG SMT of current policy-related developments
which have a bearing on future challenges and opportunities
3. Support ongoing OD initiatives aimed at improving working relationships and understanding
inside the CCG and across BHH
Later in 2015/16 we will address website development on behalf of all CCGs in North West London
and make improvements to the staff intranet, InSite, following upgrades to their content
management systems.
Ian Adams, Director of Communications, BHH (August 2015)
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Annex
A&E 'plan on a page' (June 2015)
Aims
Reminding residents that ED is for URGENT/EMERGENCY/LIFE THREATENING issues
Measure awareness before and after winter via survey
Support targets for non-elective team
Extra activity: Promote use of UCC at Central
Middlesex Hospital location/geography specific messaging for local
people e.g. "go the extra mile to Brent UCC" or
Encourage residents to use a non-A&E solution (GP, Pharmacy etc)
"Worth the extra mile".
Increase awareness of A&E alternatives - e.g through survey before and after winter
Support targets for non-elective/primary care team
Support the self-management Empowered Patient Program
Increase attendance of self-care training sessions run by Radhika
Suppport whatever targets integrated care plan team have
Patient information
News media
Working age adults
Updated choose well booklet?
Other choose well info (as per
material to be sent by Diana
Garanito
Promote relevant self-care
training activities
Pop-up banners (to display in
A&E and at events)
Regular press releases
Regular news alert newsletter
(people can sign up for this via
website)
Develop patient stories of
behaviour change (will also be
promoted across different
channels)
Audience
Parents with children under 2
Updated choose well booklet?
Child health guide for parents
Residents in south (more deprived) of the borough)
Updated choose well booklet?
Other choose well info (as per material to be sent
by Diana Garanito
Promote relevant self-care training activities Promote relevant self-care training activities
Pop-up banners (to display in A&E and at
events)
Work with community groups to promote
materials we produce
Pop-up banners (to display in A&E and at events)
Regular press releases
Regular news alert newsletter (people can
sign up for this via website)
Regular press releases
Regular news alert newsletter (people can sign up
for this via website)
Work with community groups to promote
materials we produce
Develop patient stories of behaviour change Develop patient stories of behaviour change (will
(will also be promoted across different
also be promoted across different channels)
channels)
Work with community groups to promote
messages in media activity
Work with community groups to promote
messages in media activity
Regular news stories on website Regular news stories on website
Regular news stories on website
Social media
Regular messaging via twitter
What social media platforms do
working age adults use? Develop Facebook graphics
A&E Smartphone app
Regular messaging via twitter
What social media platforms do more deprived
communities in Hillingdon use? - Develop
Facebook graphics
A&E Smartphone app
Channel
Websites
Regular messaging via twitter
Promote training and messages via other
sites e.g. mumsnet
A&E Smartphone app
Partner channels
Regular feature in council free magazine
Regular feature in council free magazine
Regular feature in council newsletters
Regular feature in council newsletters
Regular content in provider newsletters
Regular content in provider newsletters
Promote training and messages Promote training and messages via other
via other sites e.g. council,
sites e.g. council, healthwatch etc
healthwatch etc
Regular feature in council free magazine
Regular feature in council newsletters
Regular content in provider newsletters
Promote training and messages via other sites e.g.
healthwatch, council etc
Staff channels
BHH Essentials updates
Lunch and learn to launch winter
campaign internally
Updates via GP newsletter
Use GP practice managers to
reach frontline reception staff
BHH Essentials updates
Lunch and learn to launch winter campaign
internally
Updates via GP newsletter
Use GP practice managers to reach frontline
reception staff
BHH Essentials updates
Lunch and learn to launch winter campaign
internally
Updates via GP newsletter
Use GP practice managers to reach frontline
reception staff
Bus, bus shelter and shopping
centre advertising
Bus, bus shelter and shopping centre
advertising
Bus, bus shelter and shopping centre advertising
Email bulletin for local
businesses
Contact local trade bodies re
promoting messages via
newsletters etc.
Email bulletin for local businesses
Email bulletin for local businesses
Contact local trade bodies re promoting
messages via newsletters etc.
Contact local trade bodies re promoting messages
via newsletters etc.
Paid for advertising
Local Employers
Ian Adams, Director of Communications, BHH (August 2015)
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