Document Title
Communications Strategy
Document Type
Service Application
Version
Document Description
Strategy
Trust Wide
2.0
Name
Jayne Ilic
Anne Baines
Lead Author(s)
Job Title
Head of Marketing and Communications and Engagement
Director of Strategy
Change History
Version
2.0
Date
March 2014
Comments
Updated strategy
Links with External Standards
Information Governance Toolkit
Key Dates
Ratification Date
Review Date
DATE
Trust Management Board – 19th March 2014
Minute Number 36/14
March 2017
1
Executive Summary Sheet
Document Title:
Communications Strategy
Please Tick ()
as appropriate
This is a new document within the Trust
This is a revised Document within the Trust
√
What is the purpose of this document?
Walsall Healthcare NHS Trust has a vision to provide first class, integrated health services for the
people we serve in the right place at the right time.
The need to communicate and engage well with our colleagues, the public, patients and our
stakeholders is pivotal to the success of the Trust, particularly against a challenging backdrop of a
tight fiscal setting and rising patient expectations
What key Issues does this document explore?
The main focus of the communications strategy is to support the delivery of the six key strategic
aims as set out in the Trusts corporate strategy:
 First Class Patient Experience
 Integrated Care
 An Effective NHS Foundation Trust
 An Engaged and Empowered Workforce
 Good Use of Resources
 Safe, High Quality Services
Who is this document aimed at?
All staff
What other policies, guidance and directives should this document be read in
conjunction with?
Corporate Strategy
How and when will this document be reviewed?
The strategy will be reviewed every three years by the Head of Marketing and Communications
and Engagement
2
CONTRIBUTION LIST
Key individuals involved in developing the document
Name
Jayne Ilich
Designation
Head of Marketing and Communications
and Engagement
Circulated to the following for consultation
Name/Committee/Group/
Relevant Stakeholders
Designation
Version Control Summary
Significant or Substantive Changes from Previous Version
A new version number will be allocated for every review even if the review brought
about no changes. This will ensure that the process of reviewing the document has
been tracked. The comments on changes should summarise the main areas/reasons
for change.
When a document is reviewed the changes should using the tracking tool in order to
clearly show areas of change for the consultation process.
Version
Date
Comments on Changes
3
Author
1
2
3
4
5
6
7
8
9
10
11
12
13
Document Index
Executive Summary
Drivers for change
Purpose, Aims and Objectives
Why good communication is important
Communication Principles
Reputation, brand reinforcement and marketing
Understanding the audiences
Media Relations
External communications and marketing
Internal communications
A new world of communications
Measurement and review
Conclusion
Appendices
Appendix Stakeholder Map
1
Pg No
5
6
7
9
9
10
10
11
12
14
17
18
19
Pg No
20
4
Walsall Healthcare NHS Trust
Communications Strategy 2014-2017
1. Executive Summary
Walsall Healthcare NHS Trust has a vision to provide first class, integrated health services
for the people we serve in the right place at the right time.
The need to communicate and engage well with our colleagues, the public, patients and our
stakeholders is pivotal to the success of the Trust, particularly against a challenging
backdrop of a tight fiscal setting and rising patient expectations. The increasing role of
colleague engagement in the identification of issues and development of improvements,
significant change in the NHS arising from a number of national reports driving greater
candour and openness at their root all promote the need for the effective communications as
does the ever rising expectations of the quality of care that we provide and heightened
media interest in the NHS.
Throughout 2013 a number of events have significantly altered the environment in which we
operate. There have been recommendations from a number of key reports including the Mid
Staffordshire Hospitals, Winterbourne Homes and the NHS Trust Development Agency
(NTDA) Planning Guidance for NHS Trust Boards particularly in relation to communicating
with our local communities and how we look at measuring success.
The Trust has already started to lay the foundations for good communication and
engagement and this strategy sets out a number of actions required to deliver our aspiration
for first-class communication with all of our stakeholders.
With this in mind the main focus of the communications strategy is to support the delivery of
the six key
strategic aims
as set out in
the Trusts
corporate
strategy.
5
It is also important that the communications strategy reflects the values of the Trust and that
these are embedded in the way in which we communicate to our stakeholders.
2. Drivers for Change
Changing face of the NHS
There have been a number of changes to the way in which the NHS is organised,
particularly in relations to commissioning. This has meant growing relationships with newly
formed public bodies such as Clinical Commissioning Groups, the Local Authority (as
commissioners), Healthwatch and the National Trust Development Authority for example.
The increasing range of local commissioners from General Practice and the local authority
as well as new more ‘distant’ commissioners including the Local Area Team and Specialised
Commissioning requires a range of approaches to remain a feature on an increasingly
complicated horizon.
Alongside these changes Walsall Healthcare NHS Trust is also working towards a
Foundation Trust status in late 2014/15 and we will need to further develop our established
relationships with members and yet to be established Council of Governors.
Rising expectations for openness, transparency and involvement
With the advent of the Francis Report, Winterbourne, Keogh, Berwick and subsequent
reports on quality we will need to continue to work differently in the future; with greater
patient involvement and transparency. Patients and their carers are getting more involved in
shaping and making choices about their healthcare. In order to help them to make informed
choices we will have to provide more information about our services and their outcomes .
6
New ways of communicating
The Trust must constantly review and refresh existing communication techniques and
embrace modern technologies to ensure that we are continuing to reach all audiences. The
growing popularity and mainstreaming of "e" communication, through social networking,
podcasts, blogs etc. presents new ways for our patients, colleague and partners to access
information, form opinion and for us to gauge and influence them.
The mixed economy of provision
Within the NHS we have a mixed economy of working in competition with some providers
e.g. tenders, Any Qualified Provider ( AQP) and working in collaboration with other
providers including those from statutory, third sector and private sectors. We need to tailor
our communications to ensure that we address whether the purpose is to promote our
services to win business or support healthy dialogue with partners.
The structure of the organisation
The structure of the nature of an integrated organisation which has colleagues providing
services across hospital and community services results in a variety of disparate locations
and teams. Therefore, communication has to be inclusive across the whole Trust and
mechanisms in place to ensure two-way feedback.
3. Purpose, Aims and Objectives
Purpose of the Communications Strategy
To embed a strategic, proactive and creative approach to communications and engagement
that supports Walsall Healthcare NHS Trust to achieve its strategic vision, objectives and
goals.
Objectives
OBJECTIVE 1: Ensure patients and the public are well informed about the quality,
safety and availability of services available at the Trust so that we become a provider
of choice for the local population (and beyond).



Ensure that there are processes in place to share information with patients and
stakeholders that demonstrates how Walsall Healthcare NHS Trust brand is shaping
and developing their services.
Work collaboratively with partners and other key stakeholders to ensure a coordinated approach, for example Walsall Clinical Commissioning Group (CCG) and
Walsall Partnership Group.
Ensure that our patient information is accessible and accurate and written in plain
English.
7
OBJECTIVE 2: Further develop the Walsall Healthcare NHS Trust brand and reputation
through proactive and reactive media management, marketing, high quality patient
information



Deliver strong media relations and deliver external communications in a planned,
proactive and consistent way
Maintain specific plans for media management out-of –hours and in the event of a
major incident or emergency
Continue to develop high quality, clear marketing materials and regularly audit to
ensure that they consistently meet the brand guidelines
OBJECTIVE 3: Create a dynamic culture of colleague engagement supported by twoway effective communications across the organisation to ensure that we become an
employer of choice and so that so that our colleagues will recommend their Friends &
Family to us.



Evaluate and strengthen existing internal communication channels within the Trust
particularly between the hospital and community
Ensure that colleagues update on projects and other Trust news such as award wins
so that it becomes routine to feedback into communications
Develop a structured approach to further embed colleague feedback from
engagement sessions within the communication methods
OBJECTIVE 4: Be seen as “thought leaders” in the NHS and locally on Trust issues.



Ensure a strong on-line presence to allow the sharing of achievements and important
information
Establish an efficient system for horizon scanning and forward planning to ensure
that we can lead on or respond to NHS and health issues
Be seen as leaders in service leaders in service development , quality service
delivery and patient experience
OBJECTIVE 5: Support our journey to Foundation Trust status and beyond through
innovative and creative communications.



Develop the communication contribution role of members and patients to become
ambassadors of the organisation and the services it provides
Nurturing relationships that include and strengthen the voices of hard –to- reach
groups including the Asian community and younger audiences
Ensure that processes are in place to share information with stakeholders that
demonstrates how they can be involved in the journey to and beyond Foundation
Trust status
To deliver our objectives, communication needs to be proactive, show clear leadership and
focus. We need to ensure that we are talking about the issues that really matter to our
colleagues, commissioners and patients /stakeholders and the local community.
8
4. Why good communication is important?
Good communication is very important if organisations are to effectively engage with their
colleagues. Within the Trust the percentage of colleagues reporting communication has
been improved via the Pulse Survey is nearly 40%.
Good communication and engagement can be achieved through a variety of channels which
are aligned to the needs of the various audiences. There are a number of techniques
available such as media relations, advertising marketing, social media, public relations,
events, campaigns and internal communications.
5. Communication Principles
The Trust's Communication Strategy will adhere to the following set of principles:
Overarching
principle
Effective
Responsive
Delivered by





Innovative
and modern
Respectful





Planned and
timely


Honest and
accountable


Clear





Ensure vision and objectives central to communications
Good media relations are fostered
Being flexible and responsive to change
Being quick to react and anticipating action needed to
achieve the appropriate impact
Listening to all stakeholders, understanding their issues and
addressing their information needs
Presenting the Trust as a modern and forward thinking
organisation
Promoting innovation in communication and engagement
Communication will be two-way with effective mechanisms
to enable people to give us their views
Responding to feedback in a timely way and demonstrating
how suggestions have been considered
Tailor messages to meet the specific needs of the
audiences whom we are speaking to
Reflecting the strategic intent of the organisation to achieve
its goals
Prioritising communication activity based on need.
Being honest about how and why decisions have been
made and the reasons for them
Telling the truth and being honest about the reasons for
non-disclosure where information can’t be shared.
Ensure information is timely, accurate , consistent and clear
Ensuring information is straightforward and unambiguous
Writing everything in plain English
The tone in which we communicate will reflect the Trusts
values and promises.
Using language in a way that appeals to the intended
audience and is accessible to ensure the maximum impact
9
6. Reputation, brand reinforcement and marketing
A distinct part of communications activities over the next three years will be to proactively
increase marketing of the Trust’s activities, services and reputation. For all of our
stakeholders, Walsall Healthcare NHS Trust should be automatically associated with good,
high quality services and level of care. Our brand and what it stands for should be regarded
as one of our most protected assets.
A positive reputation and brand will help to establish the Trust as a provider and employer of
choice, and to foster loyalty and trust in the brand.
Over the past two years we have engaged in developing the brand further by creating new
materials to support both hospital and community services, this has included new signage ,
corporate branding materials and campaigns which have supported specific projects such as
the Lorenzo launch. This co-ordinated, improved external image will lead to loyalty,
familiarity, public confidence and increased awareness of the Trust's activities.
The Trust's Communications and Marketing Department acts as brand guardian and has,
and will continue to provide advice to colleague on branding and corporate identity. It is
important that the branding is used at every opportunity to support its development both
internally and externally.
7. Understanding the audiences
The Trust has a wide range of target audiences and stakeholders that can be divided
broadly into two groups, internal and external. For the purposes of communication planning
this can be further categorised into
o
o
o
o
o
o
colleagues
members
GPs
patients , representatives and carers
community groups
influencers, overseers and scrutineers
Throughout our communications work we will make sure that each of these target audiences
is appropriately communicated with and we use a variety of channels including those
outlined in sections 9 and 10. The tone and content and style of mechanic used depend on
the audience and the immediacy of the communication.
The Trust has also developed a detailed stakeholder map which can be found in Appendix 1.
Over the next few years the shape of the audiences may change and grow so we need to
regularly review the map and ensure our communications techniques are aligned.
10
8. Media Relations
Walsall Healthcare NHS Trust has a high profile in local media and a growing presence in
the local media which is important in order to sustain our reputation for being a leading
healthcare provider in the West Midlands and Black Country.
As an NHS organisation we are accountable to the public and need to work with the media
to explain our role to stakeholders. We also need media support as it is valuable way of
reaching audiences, communicating key messages and mitigating risk where needs be.
Good media relations forms one of core principles this strategy. We have established a very
good network of media contacts locally and the ambition would be to engage with more trade
and national media over the next three years whilst continuing to strengthen relationships
with local media.
The Communications Team is committed to building strong links with the media and will
require the support of all colleagues, particularly senior managers, in providing journalists
with information.
During 14/15 the Trust aims to increase the number of positive stories within the local press
in order to gain increased public understanding of the services that we provide.
All requests and responses to the media will be conducted through the Communications
Team. Out of hours, the Director-on-call will liaise with the media if an issue does arise.
Key messages
Key messages will help us to focus thoughts on the story we want to convey; can be
developed with colleague members so that they feel engaged and part of the Trust and
disseminating them widely also helps our audiences understand our vision and strategy.
Key messages can also help to evaluate and measure the success.
Key Topics
We need to ensure that our that our communication efforts are focused and targeted and
that we work closely with our stakeholders.
There are a number of topics where we need to focus our efforts in order to support the
delivery of our strategic aims.







Patient Experience
Quality and safety delivery including infection control
Service performance
Service information about our hospital and community services
Workforce and colleague issues
Changes and forward plans including the delivery of efficiency targets
progress to Foundation Trust status
11
Media objectives
There are a number of objectives we will adhere to ensure we have effective media
relations:
 Working proactively:
In order to increase proactive exposure through the media we need to ensure that we can
articulate clearly future developments/services for the Trust, introducing, for example a team
of clinical colleagues who can be put forward as “experts “in their subject area.
We will be proactive in sourcing news stories from across the Trust and will also engage a
number of internal Communications Champions to provide two –way feedback of news and
features from both the hospital and community.
 Being open and transparent:
We will ensure that all proactive press releases and statements (as appropriate) are
published using internet and via social media.
Develop an on-line press office to compliment press office team service which is easier to
access out of hours.
 Helping to mitigate risk:
There will be occasions when media relations is reactive and we need to ensure that we
have a robust system in place for providing crisis communications support quickly, effectively
and efficiently
Working with the lead for business continuity in the Trust we will work on a Media on-call
policy and also look to expand the number of trained spokespeople who are confident in
working with the media. We will also develop a series of generic media responses that could
be used adapted for a media “issue”.
We have also started to develop a closer working relationship with partnering organisations
such as CCG and Walsall Council and cross borough Communications Groups, by
networking this can help to anticipate and build resilience for negative media coverage.
9. External communications and marketing
The principles of good communication will be adhered to in all PR material and marketing
activity. The Communications Team will continue to support colleagues in developing
materials and presentations to ensure that they adhere to the brand values and corporate
style and tone.
Communicating and marketing to GPs
From April 2013 Primary Care Trusts were abolished and Clinical Commissioning Groups
(CCG) were established. This was part of the major changes to the NHS Structure as set out
in the 2010 White Paper Equity and Excellence - Liberating the NHS which became law
under the Health and Social Care Act 2012.
12
Reputation and relationships with GPs will be critical to the success of Walsall Healthcare
NHS Trust over the coming years as a greater proportion of activity could be placed with
alternative providers in primary care or the private sector.
GPs are moving centre stage in commissioning; the introduction of ‘any willing provider’ and
a more dynamic market is also likely to increase their influence in helping their patients to
choose healthcare providers. As the marketing proposition begins with the customer, GPs
will hold the purse strings and their ‘buying’ decisions make them crucial customers for every
trust.
All 63 GP practices within Walsall are represented by the Walsall Clinical Commissiong
Group and are a key stakeholder for the Trust both with regards to referral of patients and
commissioning of the Trust clinical services.
Mid Staffordshire NHS Foundation Trust was formally dissolved in February 2014 and the
Trust has already seen a considerable increase in the number of patients coming to us from
this area. Therefore, we have will also need to communicate with CCGs from further afield
such as NHS South East Staffordshire and Seisdon Peninsula CCG.
With this in mind we need to ensure that we clearly assess this growing audience and its
requirements and develop a clear strategy for GP engagement and marketing. On-line
continues to become a growing way that GPs access information (source Pulse Magazine)
although they still utilise print materials to support training and Continuing Professional
Development (CPD).
Pulse and GP are excellent publications and websites which are read by some 40,000 GPs
each and also offer us a conduit to talk to this audience on a wider scale.
 Annually review what we tools we use to communicate , survey their usefulness and
look for areas to improve
 Identify clearly with Divisions potential growth areas for services which we can
promote
 Enhance clinician (consultant ) to clinician (GP) communication
 Develop further tools such as clinician /patient case studies to promote the benefits
of the services offered
 Develop GP Connect section on Trust website to become an invaluable source of
information for GPs and news and download support materials
 Grow attendance at GP events such as the monthly symposiums and other
engagement events
In Your Shoes
The Trust will hold a re-run of patient “In Your Shoes” sessions in April 2014. These are to
be delivered through a programme of rolling events and give patients the opportunity to
share their experiences of the Trust.
Feedback will be used to help shape future activity in the Trust and will be helpful in
understanding what to communicate to our audiences.
 The Communications team will provide the support to help cascade the outcomes
throughout the organisation and externally to the public/patients
13
 Develop the framework for any follow-up sessions or the next run of In Your Shoes
within a given timescale
Service level marketing and patient information
An important part of the on-going marketing strategy will be the development of service level
marketing and communication plans designed to increase the profile of specific services.
Other marketing communications will be aimed at providing service information to existing
and potential referrers and users on the Trusts services.
 Devise individual marketing plans with divisions to promote specific services
 Ensure all patient materials are brand consistent, fit for purpose and communicate
key benefits of the services
 Develop new methods of presenting service information for example, patient case
studies.
In addition we have introduced TV screens in outpatient areas where we promote key
messages to patients and carers.

We will continue to keep abreast of emerging technologies which would be of benefit
to colleagues, patients and visitors and could provide financial benefits to seize
commercial opportunities such as advertising and commercial sponsorship of all or
some of our digital channels.
10. Internal Communications
We recognise that our colleagues are the best advocates for the Trust and what they say to
their friends and family about their workplace is key to public perception.
In 2011 the Trust introduced its change programme “For One and All” to embed the Trust
values and promises at the heart of everything we do. The “Colleague Connect”
engagement programme was then launched in 2013 as an evolution of the colleague facing
For One and All programme. We have listened to and learned from the ideas, feedback and
aspirations of our colleagues which they have shared in a number of feedback sessions over
the year. Part of the feedback has shown that communication is vital to the success of
delivering and shaping the future strategy of Walsall Healthcare NHS Trust and enhancing
colleagues’ experience.
We will therefore continue to further develop and embed the Connect programme using
internal communication techniques, working closely with Senior Executives and the
Organisational Development team.
One of key challenges arising from Colleague Connect events was communication of
information. As there are over 4000 people currently working in the Trust across multi-site
locations, communicating can be challenging. In addition not all colleagues have access to
a computer or email service, so one communication method does not fit all.
Effective internal two-way communications is pivotal to supporting a dynamic culture of
colleague engagement. The Communications Department employs a wide range of
communications techniques to ensure that we are maximising the opportunity for colleagues
to see and engage with the information given. Colleagues also have a duty to ensure that
14
communication is a two-way process – which they seek out information that is relevant to
them, act upon it and make use of feedback mechanisms.
We will continue to review communication channels, tactics and flow on a regular basis to
ensure that we are using the right techniques and improving colleague understanding of key
information.
Internal Communications activity
Trust Board
The Trust Board operates in a spirit of openness and transparency and holds monthly Board
meetings in public .Board papers and meeting dates are made available to colleague via the
internet.
Board Walk
Board walks take place prior to the public board meeting on a monthly basis. Executive
Directors and Non-Executive Directors meet teams from across the Trust to learn about and
understand roles and issues within their areas.
 Key information from both the Trust Board and Board Walks will be cascaded to
colleagues using the appropriate channels
 Continue to develop the “virtual “network to share board information i.e. Virtual
Boardroom.
Trust Connect
Trust Connect is a bi-monthly publication which was launched in June 2013. It is designed in
a newspaper style format, which is distributed to all colleagues via payroll. An editorial
committee ensures that there is the right balance of information in the publication which
shares Trust news, events and important corporate messages.
 A longer term objective will be to extend pagination and distribution (possibly to
patients and visitors) to include advertising which will help to self-fund the
newspaper.
 Develop an on-going campaign for sourcing good news stories through the divisions
and corporate directorates
 Annually review the cost and distribution of the publication to ensure that it is value
for money
Senior Management Team Connect
The Chief Executive hosts a monthly session, Team Connect (formally known as Team
Brief) with senior members of the management team to brief them on the main priorities for
the coming month and any issues/concerns that need to be flagged i.e. end of year
performance. There is also a regular presentation by teams across the organisation on
topical areas. A team connect update sheet and podcast are also provided to all colleague
via the intranet.
15
 Develop a strategy to increase the number of senior management attending Team
Connect
 Ensure a balance of corporate, hospital and community presentations
 Make sessions more interactive
 Encourage senior managers to share their feedback from team meetings
Chief Executives Update
The Communications Department issues a weekly bulletin to all colleagues, via email. The
update contains the Chief Executive’s outlook for the week along with key messages, good
news stories and activities happening across the trust. This was revamped in 2013 and is
accessible on the intranet.
 We will aim to review that we are providing the right format on a regular basis by
asking all colleague via a survey twice per year.
 Ensure that the Chief Executives Outlook remains topical and has a balance of
hospital and community news
Global Email
The purpose of global email is to communicate quickly to all colleagues with highly important
messages. To ensure the appropriateness of a global email request, the Communications
Team is the only conduit available to send out a global.
 Review the global email guidelines annually to ensure that they are fit for purpose
and colleagues understand how and why to send this type of communication
Awards and events
We monitor the local area and health arena to ascertain if there are awards and events
which we could enter or attend and work in conjunction with clinical teams to ensure award
entries and inspiring and engaging to support entries.
 Through the use of communication champions and internal colleague
communications ask colleagues to let the communications team know if they
would/are entering award
 Scan the health landscape to identify opportunities to enter awards for the Trust that
will enhance its reputation
Intranet
The intranet was redesigned in mid-2013 to incorporate a much more intuitive, more modern
and the ability for individuals to update their areas was made easier. Digital communications
is explored in more detail in section 11.
16
Screensavers
Screensavers have been introduced to the Trust as a valuable method of communicating an
instant message, for example, a ward closure or hand washing message. The
Communications team manages the facilitation of the requests for screensaver messages.
 The communications team will develop a rolling programme corporate, seasonal and
targeted messages which will can be changed on a weekly basis as appropriate.
Communications Champions
In order to help facilitate the process of two-way communication and further position us as
an integrated Trust we will establish a network of “communications champions” in each
Directorate to carry and reinforce messages and to ensure colleagues feel able to
communicate ideas, issues and innovations both ways.
 In the future we will look to recruit new champions throughout the year to increase
the amount of information and stories which we can share both internally and
externally. Will also feature Communication Champions in Trust Connect and use as
appropriate at events.
Finally, there is no guarantee that electronic and paper communication will reach all
colleagues; therefore it is imperative that face-to-face communication is used where
possible. Senior managers and the Executive Team should continue to be as visible as
possible.
11. A new world of communications
Online communications and social media in particular, have revolutionised communications
and information –sharing world-wide. This revolution in digital technology provides a range of
new and exciting opportunities for the Trust to engage with its stakeholders. It also allows us
to be very responsive to breaking stories in the media whereby we can place key messages
and news in the public arena in an immediate 24/7 fashion.
The Communications Team currently uses social media to communicate good news stories
about the Trust, raise awareness of events and fundraising activities and gauge valuable
feedback about our services and the patient experience. We aim to continue development in
this area and explore further opportunities to use social media to enhance the patient
experience.
 Where appropriate and beneficial we will develop the Trust’s presence on social
networking sites (for example Facebook, Twitter, MySpace). Key priorities in the
development of new media will include engaging with new and existing stakeholders
using a variety of interactive tools such as blogging, hosting webinars; interactive
surveys, and podcasts, providing key spokespeople with the Trust to engage with
audiences using these more innovative methods.
17
 Over the next 3 years we plan to increase our Twitter “following” by 75% by pushing
messages with advanced targeting , using digital advertising to grow our follow base
especially linked around specific campaigns, for example to drive nurse recruitment.
We will also measure sentiment and trending. With Facebook and Twitter we will also
to continue to drive awareness amongst all stakeholders by providing the link on
materials and at events.
Our colleague intranet and public website have both been recently redeveloped to maximise
their potential as effective communication vehicles. Our website alone received over 200,000
hits during 2013 and it is therefore an important part our communication toolkit.
 We aim to refresh design and content regularly to ensure that we are providing the
information that users need and providing the latest information and news that we
want to present.
The Communications Department also offers a basic design function which supports internal
requests for material design such as posters, leaflets and any corporate materials i.e.
screensavers and bulletins.
12. Measurement and review
The Communications team uses an external press cuttings services and google alerts to
monitor and measure press coverage. The department will issue a quarterly review of press
coverage showing sentiment, advertising equivalent and brand message.
The objectives described in this strategy will also be reviewed on an on-going and regular
basis and will be formally reported to the Executive Team as required and to Trust the Board
annually.
There are a number of performance indicators that will help us assess the success of the
communications we are undertaking:
 Positive reputation and brand recognition with patients, public and stakeholders – via
surveys and media evaluation
 Increase in referrals and shifts in our activity
 Public awareness of our work and our role locally and nationally
 Colleague satisfaction and engagement – using Pulse Surveys and on-going
“Colleague Connect” programme to measure
 Return on investment for our work – we will align costs of communications with value
for money and where appropriate look at how we can self-fund some areas of
communications activities.
It is proposed that the following methods will be applied to assess outcomes
 Patient feedback gathered through surveys and members network
 Media evaluation
 Annual audit of communications channels and annual review of strategy ( to
ensure that it remains current and fit for purpose)
 Feedback through Communications Champion network
 Social media analysis
18
13. Conclusion
The delivery of this Communications strategy will help ensure that Walsall Healthcare NHS
Trust continues to be trusted by patients to deliver their care, has a good reputation to
ensure public and commissioner confidence in services and delivery and provides patients
with the best possible experience of care.
The success of this strategy is dependent on everyone who works for the Trust, day-to-day
communication and engagement with patients, carers and the public creates a lasting
impression of the organisation and therefore needs to be fully embraced and supported by
all colleagues.
19
Appendix One
20