hywel dda local health board · 2011-07-11 · hywel dda local health board database no: page 3 of...

HYWEL DDA LOCAL HEALTH BOARD

Database No: Page 1 of 63 Version Insert name of policy

CYFARFOD BWRDD IECHYD HEALTH BOARD MEETING

Dyddiad y Cyfarfod:

Date of Meeting: July 13th 2011

Eitem ar yr Agenda: Agenda Item:

Pwnc:

Subject: Communication and Engagement Strategies

Swyddog Adrodd:

Reporting Officer: Christopher Wright, Director of Corporate Services

Pwrpas y Papur i’r Bwrdd Iechyd Purpose of the Health Board Paper To present the draft Engagement and Communication Strategies designed to support the Health Board’s objectives within its three year corporate business plan.

Llywodraethu:

Governance: Cyswllt ag Amcanion Strategol y BI: Link to HB Strategic Objectives:

Health Board Strategic Objectives 1, 2, 3, 6, 7 3 Year Business Plan Ten Pledges and Initiatives 1e, 2.3a, 2.5a

Penderfyniad y Bwrdd Iechyd: Health Board Resolution: I gymeradwyo

To approve √ I gefnogi

To Support

Argymhelliad Recommendation

The board is asked to approve the Communication and the Engagement strategy



Prif oblygiadau ar y canlynol Key Implications for the Following Ariannol

Financial Cost implications for campaigns, dependent upon partnership input

Gwerth am Arian

Value For Money Best Value for Money will be sought through partnership working

Risg Risk

Failure to implement effective communication and engagement strategies will compromise ability to meet key organisational objectives and may affect the reputation of the organisation and its relationship with key stakeholders.

Cyfreithiol Legal

Poor engagement and communication with staff around service change could lead to a legal challenge on proposals made.

Gweithlu

Workforce The staff of Hywel Dda Health Board are a key stakeholder and good communication and engagement is essential in ensuring that staff feel involved and remain committed to achieving the Boards key objectives.

Asesiad Effaith Cydraddoldeb

Equality Impact Assessment Wedi’i gynnwys yn y Papur i’r Bwrdd

Included in Health Board Paper

Dim yn berthnasol

n/a

NA

Sylwadau Comments

Robust communication and engagement strategies will hep to support the organisation in Equality Impact Assessment

Ymchwil/ Ar sail tystiolaeth Research/Evidence Base

NA

Cynnwys Cleifion a’r Cyhoedd

Patient and Public Involvement

NA

Effaith ar ganlyniadau i’r Claf

Impact on Patient Outcomes

NA

Ymgysylltu Clinigol Clinical Engagement

Full staff engagement according to standard Strategy and Policy consultation procedures.

Partïon/ Pwyllgorau â ymgynhorwyd ymlaen llaw i’r Bwrdd

Parties/Committees consulted prior to Health Board

Public & Patient Engagement Group Integrated Governance Committee Staff intranet – consultation page for comment Community Health Council



Rhestr Termau Glossary of Terms

Incorporated into the main body of the report.

Prif Deitl

Main Title

1. Pwrpas yr Adroddiad Purpose of the Report

1.1 To present the draft Engagement and Communication Strategies designed to support the Health Board’s objectives within its three year corporate business plan.

2. Crynodeb Gweithredol Executive Summary

2.1 Hywel Dda Health Board has undergone a period of significant change which has brought six legacy organisations together under the umbrella of the current Health Board. Each of the former organisations had different cultures and different resources for internal and external corporate communication and engagement work.

2.2 Over the course of organisational reconfiguration, significant restructuring has also taken place within the communications and engagement functions of Corporate Services to ensure an appropriate service is in place to serve the much larger Health Board.

2.3 The organisation also has a new vision, mission and objectives contained within its three corporate business plan. This has created the need to develop new communications and engagement strategies to deal with the new environment and challenges facing the Health Board over the next three, five and ten years.

2.4 To achieve the Health Board’s vision, mission and objectives within its three year corporate plan, draft communications and engagement strategies have been developed to ensure a strategic, integrated and two-way approach. (Appendix 1 and 2).

3. Argymhellion/ Penderfyniad sydd ei angen Recommendations/Resolution required

3.1 The Board is asked to approve the current internal and external communications mechanisms and the Health Board’s draft Engagement and Communication Strategies.

4. Camau Nesaf Next Steps

4.1 Full implementation of both strategies

Swyddog Adrodd Reporting Officer

Christopher Wright, Director of Corporate Services



Appendix 1

Communications Strategy 2011 - 2014

Policy Number: Supercedes: n/a Standards For

Healthcare Services No/s

18

Version No:

Date Of Review:

Reviewer Name:

Completed Action:

Approved by: Date

Approved:

New Review Date:

0.1 June 2011 Beverley Gardener

Write Policy

Brief Summary of Document:

The draft Communication Strategy outlines the Health Board’s commitment to two-way communication with all its internal and external stakeholders

To be read in conjunction with: Engagement Strategy

Classification: Corporate Category: Strategy Freedom Of Information Status

Open



Authorised by: Trevor Purt Job Title Chief Executive

Signature:



Responsible Officer/Author:

Beverley Gardener Job

Title: Assistant Director Of Communications

Dept Corporate Services

Base Winch Lane, Haverfordwest Contact Details:

Tel No 01437 771223 E-mail: [email protected]

Scope ORGANISATION

WIDE DIRECTORATE

DEPARTMENT ONLY

COUNTY ONLY

Administrative/

Estates Allied Health Professionals Ancillary Maintenance

Staff Group Medical & Dental Nursing

Scientific & Professional Other

Please indicate the name of the individual(s)/group(s) or committee(s) involved in the consultation process and state date agreement obtained.

Individual(s) Staff intranet site Date(s) June 2011

Group(s) PPP/Comms sub-group Date(s) 20/05/2011 CONSULTATION

Committee(s) Integrated Governance Committee Strategy and Planning Group

Date(s) June 2011 July 4

th 2011

RATIFYING AUTHORITY (in accordance with the Schedule of Delegation)

KEY

A = Approval Required

NAME OF COMMITTEE FR = Final Ratification

Date Approval Obtained

COMMENTS/ POINTS TO NOTE

Integrated Governance Committee FR

Date Equality Impact Assessment Undertaken

Group completing

Equality impact assessment

Please enter any keywords to be used in the policy search system to

enable staff to locate this policy Communication



Document Implementation Plan

How Will This Policy Be Implemented?

Who Should Use The Document?

What (if any) Training/Financial Implications are Associated with this document?

Action By Whom By When

What are the Action Plan/Timescales for implementing this policy?



CONTENTS

1. Purpose of the Strategy....................................................................................................9 2. Introduction and Context..................................................................................................9 3. Policy Context .................................................................................................................11 4. Communications Framework to Support Organisational Objectives.........................11 5. Communication Strategy: Situational and Stakeholder Analysis...............................12

5.1. The External Environment..........................................................................................12 5.2. The Internal Environment...........................................................................................14 5.3. The Communication Environment..............................................................................15 5.4. Stakeholder Analysis: Publics and Audiences ...........................................................16 5.5. External Audiences ....................................................................................................16 5.6. Internal Audiences .....................................................................................................17 5.7. County Communications: ...........................................................................................18

6. Key Communication Challenges ...................................................................................18 6.1. Generic Communications Challenges:.......................................................................18 6.2. External Communication Challenges: ........................................................................18 6.3. Internal Communication Challenges: .........................................................................18

7. Communication Strategy: Aims and Objectives ..........................................................19 7.1. Strategic Positioning ..................................................................................................19 7.2. Communication Strategy Aims and Objectives ..........................................................19

8. Communication Strategy: Key Messages and Campaigns .........................................21 8.1. Communication Strategy: Channels and Tools ..........................................................22 8.2. Internal Communications ...........................................................................................22

Surveys will give valuable quantitative feedback on questions relating to staff satisfaction, motivation, priorities, views, perceptions...........................................................................23 Focus groups will add qualitative feedback and give a fuller picture. ................................23 Staff survey/focus groups completed. Staff feedback and action Plan..............................23 Use of Reach In ................................................................................................................23 Reach-In Scheme established ..........................................................................................26 Working Group in place to manage questionnaires and feedback ....................................26 To encourage ideas , innovation and value for money with token prize incentives and/or praise in the staff newsletter or at an awards event. .........................................................26 Staff Suggestion Scheme in use .......................................................................................26 Working Group in place to manage questionnaires and feedback ....................................26

9. External Communications..............................................................................................27 10. Monitoring and Evaluation..........................................................................................29

10.1. Outputs (Exposure and Audience Reach): .............................................................30 10.2. Outcomes (Awareness and response to Campaign): .............................................30 10.3. Outcomes (Degree of changed awareness, behaviour or opinion):........................30

11. Embedding Communications and Engagement - Roles and Responsibilities.......31 12. Communications Training - The Learning Organisation..........................................32 13. Appendix A: Hywel Dda Health Board’s Strategic Framework................................33 14. Appendix B. Stakeholder Analysis ............................................................................34 15. Appendix C: Communication Resource SWOT Analysis.........................................35



1. PURPOSE OF THE STRATEGY To support the achievement of the Health Board’s vision, mission and objectives contained within its three year organisational business plan 2. INTRODUCTION AND CONTEXT Hywel Dda Health Board has the responsibility for improving the health and wellbeing of its population of more than 375,000 people across Pembrokeshire, Carmarthenshire and Ceredigion. The Health Board’s vision is ‘to ensure that the NHS delivers a world-class healthcare system of the highest quality with improved outcomes for the people of Hywel Dda.’ This vision assumes that all public services have a responsibility to work in partnership with others to prevent ill health and when health or social care is needed, services should be high quality, convenient, seamless, effective and as close to home as possible. Effective communication is a key element of becoming a world class organisation. Underpinning this vision are five key principles. These are to:

• Deliver care closer to home

• Focus on quality, safety and improving outcomes

• Invest in prevention of ill-health

• Ensure we have a flexible, skilled and motivated workforce

• Eliminate waste, duplication and ensuring value for money. In order to deliver its vision, the Health Board has committed to ten key objectives contained in the following table. A growing wealth of evidence demonstrates the crucial role good communication plays in helping organisations to achieve objectives. Vision Ensure the NHS delivers a world class health care system of

the highest quality with improved outcomes for the people of Hywel Dda

Aims Improve the health and wellbeing for all of the Hywel Dda population

Optimise the delivery of quality health and social care in the most appropriate setting

Be recognised as Wales’ leading health system

1. Ensure people live longer

4. Delivering quality health and health services efficiently within a sustainable system

7. Improve the efficiency of the health service through improved productivity and value for money

Objectives

2. Reduce the impact of illness on people’s

5. Identify health and social care needs better and respond

8. Secure the necessary skills and lead by example



quality of life creatively 3. Reduce

lifestyle related illness

6. Work closely with partners to ensure delivery of integrated and innovative health, social and community services

9. Involve and engage our citizens and effectively communicate what we are doing

10. Manage our

reputation

The Health Board’s vision will be delivered through a number of priority areas set out in its three year business plan. These priorities aim to support people who want to lead healthier lives to tackle the main cause of ill health and to ensure those who already suffer ill health have the best possible treatment and care as close to home as possible, wherever practicable. The focus is on a ‘wellness service’, rather than a sickness service, and making sure that people get the right care, in the right place, at the right time – every time. This will require more communication and engagement with the public to ensure they better understand the causes of ill health, how to prevent it and how to manage it effectively. Providing the focus for these priorities are the Health Board’s ten pledges to the public:-

In 3 years time we will:

• Help 12,000 people to lose weight

• Help 5,000 people to stop smoking or prevent from starting

• Help prevent or stop 7,500 people drinking to excess

• Increase by 20,000 a year the number of people treated in a community setting that would have previously been treated in hospital


• Help prevent 200 people a year from developing heart disease

• Ensure, wherever possible, that no one with a known Long Term Condition is admitted unexpectedly to hospital with that condition

• Reduce the number of people dying from cancer by 100 a year

• Help prevent 125 people a year from suffering a stroke

• Double the number of mothers breastfeeding their babies from birth up to 6 months of age


• Increase life expectancy by 3 years in the areas with the lowest life expectancy and improve quality of life for all

To achieve the above, Hywel Dda Health Board will need to undertake a wide range of communication, engagement, public health promotion and social marketing activities designed to support the pledges and priorities within the plan. It will also require additions to current systems and resources to support any changes that will deliver this vision. However, we recognise that we have to work within our allocated resource and work efficiently to achieve best value for money.



This Communication Strategy is designed to support the strategic and operational work which will all contribute to the achievement of Health Board’s vision, mission, pledges and the key aims and objectives contained within its three year business plan. 3. POLICY CONTEXT The Welsh Government and the Minister for Health and Social Services has set a clear responsibility on Health Boards in Wales to meaningfully communicate and engage with patients, carers, the public, provider organisations, its staff, clinicians, partners and other stakeholders on an ongoing basis to build a shared view of the current problems facing the NHS in Wales and to find local solutions to these challenges. In addition, Healthcare Standards for Wales has a number of key performance indicators that will audit and compare the success of Health Boards across Wales in terms of communication and engagement. There are a number of key policies, strategies and statutory requirements that underpin this Communication Strategy, including (but not exhaustive):-

• One Wales 2007-2011: A progressive Agenda For Wales, Welsh Assembly Government

• Making The Connections, Welsh Assembly Government

• Designed for Life – Creating World Class Health and Social Care Services for Wales in the 21st Century

• Doing Well, Doing Better - Standards for Health Services in Wales: Standards 5, 18 and 19 include a specific requirement in relation to communications and engagement

• Rural Health Plan for Wales

• ML/EH/016/11 Guidance for Changes and Consultation on Changes to Health Services

• Community Health Councils (Constitution, Membership and Procedures) (Wales) Regulations 2010

• Strategic Workforce and Financial Framework (SWaFF)

• Iaith Pawb - A National Action Plan for a Bilingual Wales

• Welsh Language Act (1993) – The Welsh Language Act provides the framework for the Health Board to comply with the statutory requirement to provide health services bilingually in the language of first choice

• Equality Act 2010

• Our Healthy Future, Setting the Direction

• Health, Social Care and Well-being Strategies

• Better Outcomes for Tougher Times Better Outcomes for Tougher Times: The Next Phase in Public Service Improvement

• 1000 Lives Plus Hywel Dda Health Board’s own strategic framework (Appendix A), business plan and objectives also set a clear vision and aims that will require robust communication systems to support organisational objectives. 4. COMMUNICATIONS FRAMEWORK TO SUPPORT ORGANISATIONAL OBJECTIVES To provide a robust communication framework to support organisational objectives, and bring communications and engagement work closer together, the Communications Team will adopt the following communications model.



Figure 1: How our communications model supports engagement and organisational objectives

This provides an integrated framework for continuous, two-way communication and information flow, patient and public engagement and the involvement of local people, staff, partners, media and other stakeholders in the business of the Health Board. It will ensure communications activities are evaluated and fed back in to support strategic objectives. This strategy is a working document which will be updated regularly as the Health Board refines its strategic framework and as we further segment our population and learn more about the needs of particular groups and how we can best engage and communicate with them 5. COMMUNICATION STRATEGY: SITUATIONAL AND STAKEHOLDER ANALYSIS Understanding the internal and external issues affecting the Health Board provides the foundation for this Communications Strategy. To this end, a full stakeholder analysis (Appendix B) was conducted, as well as internal, external and communications situational analyses (Appendix C). 5.1. The External Environment Within the NHS, there are a number of key challenges for the future in terms of improving healthcare at a time of more limited resources, many of which build the case for better education, information and communication within our population. These include:-

• An increasing older population. By 2031, the number of people over 75 will have increased by 75% since 2001. Already, one third of adults in Wales have at least one long-term, chronic illness. This will increase as the number of older people increases and means more people will need information to know how to manage their conditions

• to live longer, more independent lives.

• Advances in medicine mean that once untreatable conditions are now treatable, putting greater pressure on the health service at a time of more limited resources. People need more information about how to treat these conditions.

• The NHS needs to become a ‘wellness service’, rather than a sickness service, increasing the need for better health promotion and awareness raising.

• There is a traditional perception that hospitals are the best place to receive care. This is no longer always the case and often, primary and community care closer to home result



in improved outcomes for patients. People need to learn how to choose well when accessing healthcare.

• Drugs and treatment for many conditions are expensive and are a cost challenge to the NHS. In this context, prevention and health promotion are increasingly important.

• Expectations have risen and many patients want a more active role in understanding, planning and delivering their own care, creating a need for better communication.

• Increasing use of telemedicine means more care can be delivered closer to home. People need to understand the advantages of this.

• The drive for more partnership working, both inside the public sector and with outside agencies, increases the need for better cross organisational communications.

• The Welsh Government mandate to involve our local people in continuous dialogue creates a further driver for good communication and engagement.

Within the Hywel Dda healthcare area, there are a number of factors which drive the need for better information, communication and engagement, as follows:-

• The number of people who are overweight (59%) and obese (22%) is increasing with Hywel Dda numbers exceeding national average levels

• The number of people smoking (22%), while static and lower than the national average, still feature as the top causes of illness and death within Hywel Dda

• Alcohol consumption is rising with 39% of the population drinking above guidelines and 23% reported as binge drinking

• Higher than average death rates from circulatory disease

• Higher than average death rates from heart disease in Carmarthenshire

• Higher than average death rates from respiratory disease in Carmarthenshire

• Higher than average excess winter deaths across the three counties with Ceredigion significantly exceeding the national average

• A forecast rise in the older population (35,000 (10%) in 2006 to 70,000 (16%) in 2031) which is likely to lead to an increase in the number of people who will develop a long term condition

• Areas within our localities have significant deprivation and health inequalities. The Health Board’s Business Plan aims to address the causes of ill health and death in Hywel Dda through the delivery of a set of targeted initiatives to increase life expectancy, reduce health inequalities and improve the health of the population. However, achieving these targets will require the support of robust educational, health promotion, engagement and communication mechanisms. The Business Plan also seeks to realign services to achieve sustainable, improved, safer patient care as close to people’s homes as possible. Hywel Dda will be a community led provider with 80% of NHS services available locally in Primary, Community and Social Care teams operating from Community Resource Centres. Patients can expect to only attend an acute hospital only when it is appropriate to do so. People need to learn how to choose the best way to access this healthcare. Achieving a change to ‘Locality Care’ will require co-operation with the Hywel Dda resident population and with all our stakeholders. It will mean the greater involvement of the Third Sector, charitable organisations, the public, patients and carers and staff in co-designing the future of our health community and in breaking down cultural or communication barriers. The role of robust communications and engagement within this is very evident.



5.2. The Internal Environment Achieving change externally will inevitably mean achieving change internally, within the Health Board’s workforce. The Health Board’s Organisational Development Framework and Cultural Change Programme supports the delivery of the Business Plan by taking a proactive approach to ensuring that individuals, teams and Hywel Dda as a whole maximises its potential to deliver sustainable services. In an environment of change, good communication is more important than ever. The ‘Hywel Dda Way’ cultural programme, identifies the ‘way we do things around here’ and will drive cultural change through integrated teams, ensuring Hywel Dda develops a culture which will ensure that strategic objectives can be delivered through the alignment of people, structures and processes. To do this, staff will need to understand the reasons for change. The Health Board’s Workforce Plan defines the current configuration of services and workforce and how the Health Board will modernise, re-develop and rebalance front line hospital and community services. In order to deliver this, the workforce priorities will centre upon:

• The three year Business Plan which identifies the prioritised health needs of our local population

• Workforce re-design, modernisation and realignment, particularly supporting the requirement to enhance community services

• Investment in staff to ensure competency and continuous development

• Engagement of the workforce, clinical leadership and empowerment of frontline staff to deliver patient expectation and clinical outcomes that are nationally driven, locally owned;

• The development of workforce intelligence and information to inform effective workforce management decisions

• Continued delivery of sickness and absence and back to work initiatives. All of the above factors will require effective communication to our workforce. Internally, there is also a need to acknowledge county identities for Carmarthenshire, Ceredigion and Pembrokeshire, forging strong foundations with Local Authority and Third Sector partners to jointly harvest the benefits of co-terminosity and more collaborative service models. There will be a key role for effective communication in achieving this. Clinical engagement is crucial to the development of the correct service models in the future. Using our service strategy ‘Right Care, Right Place, Right Time, Every Time’, we have already undertaken a comprehensive programme bringing together current clinical expertise in Acute, Community and Primary Care and it is important to build on this in the future. We need to develop tools and channels to support effective clinical engagement.

Like most organisations in Wales, the succession of former Trust mergers and the latest NHS reorganisation have left many staff unsure as to their contribution to current and future service transformation. To address this, we have proactively engaged all staff on ‘Right Care, Right Place, Right Time, Every Time’, and this engagement and communication will need to continue in the future. In addition current recruitment challenges across the UK make it important that staff in current posts feel valued and informed. It is clear that in these times of considerable challenge and change, robust external and internal communications, at all levels and across all boundaries, will be paramount.



5.3. The Communication Environment In considering the above challenges, Hywel Dda Health Board has undertaken an SWOT analysis of its current communications capabilities to help inform this strategy. There is already a high level of communication and engagement activity internally and externally across the Health Board. However, to achieve the Health Board’s vision, further work is needed in order to strengthen a strategic, integrated and two-way approach to communication and engagement within our local populations. We need to create a culture where local people, stakeholders, partners and staff are able to be informed, get involved and influence Health Board work on an ongoing basis. It will also become increasingly important for people to be able to meaningfully contribute to debates about how we prioritise investment. Moreover, people need to have the skills and knowledge to make informed choices about their health, how they access health services and how they manage their own health. There are high levels of deprivation within the Hywel Dda healthcare area, some of which are identified as the most deprived. People living in more deprived areas are more at risk of developing almost all the major causes of ill health, their life expectancy is less and the health service needs will therefore be greater. National research shows that people living in deprived areas often have poor health literacy and can find it difficult to access both services and information. In order to harvest the potential benefits of improving health in these areas, the Health Board will need to focus on those areas to improve health literacy. Health information needs to start early, with families and in schools, and be connected into the daily interactions of people and communities. Improving access to useful information through a range of communications and media will therefore support the reduction of health inequalities. Hywel Dda Health Board is obliged under Section 14 of the Welsh Language Act to prepare and implement a Welsh Language Scheme. Within the scheme, the Health Board has adopted the principle that in the conduct of public business in Wales it will treat the Welsh and English languages on the basis of equality and that patients or service users as a matter of good practice should be provided with language choice. When communicating with the public the Health Board will ensure that members of the public who wish or are required to have dealings with the Health Board will be able to do so through the medium of Welsh or English. Publications produced by the Health Board to advise the public of existing or proposed developments or policies will be bilingual. The Welsh Language Board will monitor the Health Board’s implementation of the Scheme and its subsequent action plan on an annual basis. We also recognise that members of the public may express their views and needs better in their first language, and that enabling them to use their preferred language is a matter of good practice rather than a concession – a denial of that right or an ability to provide this efficiently and effectively could place patients, service users and families at a real disadvantage. We will therefore be proactive in offering the public the right to choose which language to use in their dealings with our organisation. Our aim is to enable everyone who receives or uses our services to do so through the medium of Welsh or English, or any other language, according to personal choice. We need to become much more targeted in our approach by using social marketing techniques, particularly to reach those who are ‘seldom seen or heard’. Evidence indicates that social marketing can be extremely effective. The Communications Department is currently developing a campaign calendar matrix to focus on the areas which will have the biggest



impact on achieving Health Board objectives and we need to look closely at the audiences we target within those campaigns. There is a new emphasis on more integrated partnership working across public, Third Sector and community organisations in delivering the health and social care agenda. Good communication and engagement are crucial in developing effective, mutually beneficial partnerships without which we cannot realise the vision. Internal communications and staff engagement is just as important as external relations, both to improve the likelihood of success and its ability to manage change. Internal communication is also an important part of our external communication approach because it ensures that staff are able to communicate with the public effectively. National data suggests that 20% of people get their health information from friends or relatives who work for the NHS, and a further 15% through medical professionals working in the NHS. These findings reiterate the importance of friends, family and health professionals in opinion-forming. The Health Board also needs to remember that everyone communicates, at all levels, and every contact gives us an opportunity to engage. We will therefore pay attention to all of the ‘touch points’ our stakeholders come into contact with, remembering that the most intimate ones can have the greatest impact. It is vital that communication and engagement activities are carried out in a strategic, planned and consistent way, based on client knowledge, understanding and insight. It must be an integral part of everything we do and all the decisions we make. 5.4. Stakeholder Analysis: Publics and Audiences Hywel Dda Health Board has a variety of target audiences, publics and stakeholder groups, internally and externally. A full stakeholder analysis is included at Appendix B. It is important to have an understanding of the communication needs and interests of our stakeholders. More work needs to be undertaken here, particularly if we are to adopt a much more systematic approach. Better audience segmentation is being looked at on an all-Wales level, as well as locally, and Hywel Dda Health Board is fully involved with this work. This strategy outlines how we will develop a consistent and unified approach to our external and internal stakeholder relations. Broadly, the main stakeholders that we need to communicate and engage with are described below. 5.5. External Audiences Since reorganisation, there has been little work undertaken to ascertain what our patients, the public and external stakeholder perceptions are of the new Local Health Board. Public perception surveys and focus groups will be a crucial strand of work within this strategy. Equally, there is a major drive for better communication and engagement with partners, including statutory, public, private and third sector, community and voluntary groups, across all of our stakeholder groups, as well as an interest for more involvement in decision making. This need is being addressed through the establishment of a Stakeholder Reference Group and the appointment of a Director for Strategic Partnerships to drive forward this agenda and this Communication Strategy will support those objectives. There are a number of external audiences that we need to communicate with, including:-

• Local Authorities, including Social Services, Housing, etc



• Local and Regional Members of Parliament and Assembly Members

• Hywel Dda Community Health Council

• Local, regional and national press and media

• Town and Community Councils

• County Voluntary Councils (CVS) – CAVS, CAVO, PAVS

• Members of the public, including ‘seldom heard’ groups

• Patient, user and special interest groups

• Patients and carers

• People with disabilities, including those with learning disabilities

• Schools, colleges of higher education, universities

• The Third Sector

• Community Groups – Social and Business

• Partnership Groups with Health Board representation

• Trade Unions and Professional Associations 5.6. Internal Audiences There are currently more than more than 9,800 people employed by the Health Board in different professional groups. NHS staff are the best advocates and what they say to their friends, family and partnership agencies about their workplace is key to public perception. Moreover, there is a close relationship between staff satisfaction and patient experience. Through the Organisational Development Framework and Cultural Change Programme, work is being undertaken to ascertain what staff perceptions are within the Local Health Board. This Communications Strategy will support that work via staff surveys, focus groups plus the new Staff Reach-In Scheme which will be crucial strands in communication work to support culture change. Research undertaken in the legacy organisations gives historic insights into staff perception of internal communications. This supports research found in communications literature which indicates that, during times of change, staff prefer verbal communication sources underpinned by written communication:

• Verbal communication is the most preferred channel, with team meetings and one-to-ones most popular (i.e. direct verbal communication with their manager). The Team Brief process is therefore crucial to good internal communications

• Staff workshops / briefing sessions were also deemed useful

• Written communication underpinning verbal communication is also popular

• The staff intranet was seen as useful but there are difficulties of access for a number of staff

• Formal communications training was an issue raised, suggesting that a communications training programme may be helpful for those who have not had any before.

There are a number of internal communications audiences including:-

• Hywel Dda Staff and professional groups

• Local GP Practices, Dentists, Ophthalmologists and Pharmacists

• Local Medical, Pharmaceutical, Dental and Optical Committees

• Partnership Forum and Trade Union representatives

• The Welsh Government

• Other Local Health Boards and Social Care providers

• Other NHS Trusts, including Welsh Ambulance Service Trust



5.7. County Communications: There is a need to forge strong foundations with and between each of the three counties and their partners to jointly harvest the benefits of coterminosity, more collaborative service models and the sharing of best practice across the three counties. There is currently disparity between the county communications and engagement mechanisms, based on the legacy organisations and this needs to be addressed through this Communications Strategy. Communication leads will be identified, as well as communications champions within each county as a core link to aid this process 6. KEY COMMUNICATION CHALLENGES Whilst a wealth of communication work is already being undertaken, the above analysis highlights a number of key communication challenges for Hywel Dda Health Board since restructuring. 6.1. Generic Communications Challenges:

• There is a need to build further capacity and capability within communications This will involve working in a more integrated way across counties and with external partners

• There is a need to establish adequate resource to carry out effective social communications campaigns that bring about behaviour change. Again, this will involve working much more closely with partners to provide maximum impact.

• There is a need to build regular and consistent messages for all our stakeholders

• There is a need to build greater understanding of the challenges facing the Health Board with all audiences

• There is a need to more fully engage with all stakeholders and ensure all communication and engagement work is better integrated to maximise the impact of current resource

6.2. External Communication Challenges:

• There is a need to move from a reactive position to a more proactive position to offset negative publicity

• There is a long history of negative perceptions of health management within the NHS as a whole that needs to be offset

• There is a need to manage stakeholder communications in a more consistent way so that all external audiences are receiving the same message at the same time. This is a particular challenge given the geographic and rural area covered

• There is a need to create greater and ongoing engagement with the public

• Media relations: There is a need to build greater trust and transparency with key media and opinion formers

6.3. Internal Communication Challenges:

• There is a need to build strong relationships with staff and create a better understanding of the reasons for change and their role within it

• There is a need to create more internal information channels and updates that address the rural geography and communication needs of a diverse range of staff. In an age of increasing electronic media, this creates a particular challenge in Hywel Dda Health Board

• There is a need to eradicate potential ‘bottlenecks’ within the management structure so that information flows freely in all directions throughout the organisation

• There is a need to create greater transparency with staff and involve more of them in a more interactive and proactive way in the work of organisation in creating necessary changes



7. COMMUNICATION STRATEGY: AIMS AND OBJECTIVES 7.1. Strategic Positioning Our brand ambition is for Hywel Dda Health Board to be seen as the local NHS leader and a world-class healthcare system of the highest quality with improved outcomes for the people of Hywel Dda. Raising awareness of the Health Board is not a means to an end. Our approach will be to develop systematic ways to communicate with our stakeholders with the aim of supporting the Health Board’s strategic objectives. By doing that, we will also improve awareness of what we do. 7.2. Communication Strategy Aims and Objectives The overarching aim and objective of this strategy are to increase awareness of, understanding and interest in the work of the Health Board with all internal and external publics and stakeholders. The following table illustrates how the communications objectives fit strategically with the Health Board’s aims and objectives and the Standards for Healthcare Services in Wales. Health Board Strategic Aim

Health Board Objective

Communication Objective Driver

Ensuring people live longer

To raise public awareness and interest in the dangers of unhealthy lifestyles and how to look after themselves better to ensure they live longer, developing targeted communication campaigns in line with our priorities and pledges

SfH 18 SfH 3 SfH 9

Reducing the impact of illness on people’s quality of life

To educate people with ill-health about how to manage their condition and reduce its impact on their lives, developing targeted communications campaigns in line with our priorities and pledges

SfH18 SfH 3 SfH 9

Improving health and wellbeing for all of the Hywel Dda population

Reducing lifestyle related illness

To raise awareness of the key high risk areas of ill health and interest in how to prevent lifestyle-related illness, developing targeted communication campaigns in line with our priorities and pledges

SfH18 SfH 3 SfH 9

Delivering quality health and health services efficiently within a sustainable system

To raise awareness of the work of Hywel Dda Health Board and the Five Year Framework Right Care, Right Place, Right Time…Every Time with all publics to ensure they understand the vision for delivering quality, sustainable health services across Hywel Dda Community.

Rural Health Plan SfH18

Optimising the delivery of quality health and social care in the most appropriate setting Identifying

health and social care needs better and responding creatively

To promote best practice and case studies of creative health and social care solutions across Hywel Dda To raise awareness of how to access health services better and how to Choose Well

SfH18 SfH 8c SfH 9



Working with partners to ensure delivery of integrated and innovative health, social and community services

To build and maintain strong two-way communications channels with our partners to raise awareness of and promote best practice in joint working and delivery of integrated health, social and community services

SfH18 SfH 8c

Improving the efficiency of the health service through improved productivity and value for money

To improve staff communication channels and raise awareness of and promote service projects and initiatives that improve efficiency, productivity and value for money, working closely with the Business Improvement Group To establish methods for evaluating communication work to inform best use of resource and value for money

SfH18

Securing the necessary skills and leading by example

To build communication capacity, capability and skills to ensure our communications objectives are delivered

SfH 24

Involving and engaging our citizens and effectively communicating what we are doing

To develop systems that enable continuous communication with our citizens, stakeholders and staff to create understanding of their health needs and future health services To improve feedback mechanisms to staff, patients and service users to provide assurance the organisation is listening and acting upon the views received To provide patient information in a format that is appropriate to the individual patient’s needs To ensure staff are well informed, using a wide range of methods, appropriately trained and equipped to communicate. To deliver responsive and responsible two-way communications, and develop staff to become excellent communicators

SfH 5 SfH 18

Being recognised as Wales’ leading health system

Managing our reputation

To promote the good work of the Health Board, raising awareness of positive initiatives and protecting the NHS brand locally. To facilitate a culture of good communication within the organisation, positioning consistent communications at the heart of everything and, working with the Culture Change programme, supporting a culture of strong, communication at all levels To build and maintain strong relationships with the media and key opinion formers to ensure the Health Board’s work is presented in a fair and accurate way

SfH18



8. COMMUNICATION STRATEGY: KEY MESSAGES AND CAMPAIGNS There are a number of key messages which lie at the heart of everything Hywel Dda Health Board does. These reflect key themes within our strategic framework, and are as follows:

• We will provide care closer to home

• We will focus on quality, safety and improving outcomes

• We will ensure we have a flexible, skilled and motivated workforce

• We will invest in prevention

• We will eliminate waste, duplication and ensure value for money It is important that we prioritise communications resources to have the greatest impact on the adoption of healthy lifestyles and the appropriate use of services. Key campaigns and messages will therefore be devised for target audiences to reflect our priorities and ten pledges. We will develop a communications plan and campaign strategy in support of the Health Board’s pledges, which underpins this strategy, and sets out the key campaigns which support the three year business plan:-

• Smoking

• Obesity

• Alcohol and Drugs

• Sexual Health

• Cancer

• Heart Disease

• Stroke

• Long Term Conditions including Diabetes, Respiratory Disease, Kidney Disease, Epilepsy and Dementia

• No unexpected long term condition admissions

• More Care in the Community

• Increasing Life Expectancy

• Right Care, Right Place, Right Time, Every Time

• Mental Health and Learning Disabilities

• Children and Young People

• Primary and Community care

• End of Life Care In addition to this campaign strategy to help people lead healthier lives, there are a number of other topics and areas that we will need to focus on in order to underpin the delivery of the strategic plan, including (but not exhaustive):

• Choose Well: Information about how to access local services and ensuring this information is accessible and useful including winter pressures and flu vaccinations

• Service Modernisation: Changes people can expect to see in the coming years, including improvements and prioritisation decisions

• Capital Programmes: investment into new facilities and services within the Hywel Dda area

• County Developments: communication plans and campaigns to support county delivery objectives

• Business Improvement Group programme and War on Waste

• 1000 Lives Plus programme

• Organisational Development and Culture Change programme

• Sustainable Travel Group



• Health At Work Steering Group (including Corporate Health Standard) which provides leadership and support to the Health Board in facilitating the health and wellbeing of staff

8.1. Communication Strategy: Channels and Tools Hywel Dda Health Board already has a number of communication channels and tools. Effective communication is achieved through careful selection of communication channels as appropriate to the target audience. These include:-

INTERNAL CHANNELS EXTERNAL CHANNELS Hywel’s Voice Staff Newsletter Press Releases and Media Grid Hywel’s E-Voice E-Newsletter and various departmental newsletters

Media Campaigns (newspaper, radio, television and online)

Hywel Dda Today (Daily Bulletin) Media Briefings Health Board Staff Bulletins (As Required)

Media Statements

Health Board Staff Intranet and Bulletin Board

Health Board Internet

What’s New On the Intranet (Global Email)

Community Newsletter

Staff Intranet Discussion and Feedback Forums

Public and Partner newsletters

Team Brief Meeting System Public and Partner websites Chairman’s and Medical Director Blogs Public Information Leaflets, Packs and

Posters Staff Open Forum Meetings (Q&A Sessions)

Social Media sites including Facebook and Twitter

Executive Walkabouts Annual Report

Monthly Payslip Messaging Public Focus Groups Staff Notice Boards (managed) Public Notice Boards Best of Health Staff Awards and Chairman’s Commendation

Public Surveys and Online Polls

Staff Induction Pack Health Board meetings Staff Focus Groups/Roadshows Stakeholder Reference Group meetings

and newsletter Staff Surveys and Online Polls Public Roadshows, Events, Exhibitions Partnership Forum meetings Involvement and Engagement Scheme

(in development)

In addition to the existing communication tools already being deployed, this Communications Strategy seeks to build upon and strengthen its channels and tools in the following ways:- 8.2. Internal Communications The people who make Hywel Dda Health Board a success are its staff who are both service users/customers and ambassadors of the organisation. This is crucial to promoting key messages and managing the reputation of the organisation. Good communications should start with our staff, as every message that is sent out internally immediately becomes an external message.



The overarching internal communications objective is to improve staff communication channels so that employees can access timely, accurate and clear information that enables them to better understand Health Board challenges and support the organisation to deliver high quality, safe and sustainable services. Every member of staff is also responsible for good communication on a day to day basis. Communication should be at the core of what the Health Board does - it is part of everyone’s job and fundamental to all management roles. The Health Board will develop an Internal Communications strategy to support this. The structure of the organisation and its business must include the facilitation of effective communications throughout all levels of the organisation. Various communication methods, electronic, written and verbal, will be used to impart information to staff. The value of face-to-face communication, however, is well evidenced and will be a key strand of the internal communications strategy in order to ensure that staff without access to electronic media can access information. The organisation will encourage early and timely communication, wherever possible, with adequate level of detail for the audience about developments and changes which have an impact on staff. Wherever possible, staff should have access to such information ahead of the media. Internal communication needs to be inclusive to ensure accessibility of information for a widely dispersed and diverse workforce. The Health Board needs to use accessible and widely distributed written information for staff, as well as web-based and verbal communication opportunities. No one should be disadvantaged by geography or by their role or status in the organisation. Communication should be enabling, accessible and use varied and appropriate media to reach all members of staff. In return, the organisation should promote opportunities to hear staff views and respond to them. Ultimately the aim is to build trust amongst staff by achieving acceptance, understanding and ownership of the issues and challenges facing that Health Board. The following table broadly details what the Health Board will do to strengthen and improve internal communications across the organisation.

What are we going to do?

What will this achieve? How will we know?

Initiative 1a – Internal Communication Audit: Audit of existing internal channels of communication

A gap analysis and action plan to ensure all staff can access internal communications in a variety of ways. Continuous improvement year on year

Audit completed Gaps identified Action plan in place to monitor Use of Reach In

Initiative 1b – Staff Survey/ Focus Groups: confidential to encourage participation. Promotion via internal channels and incentives. Staff feedback/action plan.

Surveys will give valuable quantitative feedback on questions relating to staff satisfaction, motivation, priorities, views, perceptions. Focus groups will add qualitative feedback and give a fuller picture.

Staff survey/focus groups completed. Staff feedback and action Plan Use of Reach In



Initiative 1c – Team Brief: Strengthen and embed Team Brief cascade system. Each part of the organisation must have this framework in place to ensure the best possible communication.

Line managers are made responsible for ensuring that all staff have regular Team Brief face to face meetings. Regular Team Brief Audits to test systems

Team brief audits and feedback

Initiative 1d – Review of Meeting Agendas: All meeting agendas and supporting papers, from the Board of Directors to committees and sub-groups will have communication plans/issues as a standing agenda item.

To consider the communications implications, both internally and externally who do we need to tell, what, how and when? To identify and advise on key messages for forthcoming issues and ensure the development of a formal communication plan. This information will then go to the communication team.

All high level committees have communication on their agenda

Initiative 1e - CDG and ODG Lead

Communication and Engagement Representation or weekly feedback form from ODG and CDG to aid forward planning

Feedback form for CDG/ODG representative

Initiative 1f – Communication Leads/Champions A communications lead for each county and representatives from within each committee/group to feed back to communications team

Identification of Communication Lead and Champion for each county Identification of Communication Champion for key projects and initiatives Attendance of Communication Leads at key meetings to be identified

County Communication Leads in place Key Project Champions in place Key Meeting Champions in place

Initiative 1g – Communications Champions Group (Corporate and County) An identified member of each part of the organisation who acts as a key contact for collating local information and intelligence for PR, staff news, etc. Communication Champions Group to meet monthly

Establish Meeting of Communication Leads and Communication Champions to capture all key issues (corporate, county, project) To monitor, develop and assess the internal communications methods and strategy. The group should meet quarterly and will include representation from across the organisation The group will feed in to PPE/Comms Sub-Group (or relevant committee/forum) and will be responsible for supporting the internal communications strategy for the Health Board.

Establish Communication Champion group TOR Meeting Schedule



Initiative 1h – Communication Plan Template developed to achieve best practice in communications and ensure consideration of every aspect of what needs to be communicated, to whom how and when.

To ensure communication plans and issues are integral to every development and service change from the outset. A communication plan should form an integral part of project management for every service review or project, current or future for both internal and external audiences, seeking professional advice from the communication team.

Communication Plan Template produced and promoted widely Evidence of usage

Initiative 1i: Weekly E-Newsletter: Staff News (Celebrating Success) -Development of a weekly e-newsletter distributed to staff email addresses and posted on intranet which focuses not only on corporate news but also more engaging news for wider staff audiences such as nurses, admin staff and cleaners. Line managers to ensure copies are printed and distributed and made readily available to their staff.

Lead on staff news. Promoting key messages and information. Celebrating staff and HDHB achievements. Profiling individual staff or teams. Providing ‘softer’ information, for example about starters and leavers. Dedicated section to discuss and debate the changes, issues and challenges the Board faces. Communicate corporate messages and update staff of where, how and when the reviews are progressing. Regular evaluation

Weekly E-Bulletin developed and in use

Initiative 1j: Internal Distribution System: centrally held and maintained label databases

Ability to undertake internal distributions to all staff or specific staff groups.

Stakeholder Management System

Initiative 1k: Information Share Point: a hub for all key documents relating to communications such as Q&As, key messages etc for all relevant audiences.

Consistency of messaging across the organisation.

Information Share Point established

Initiative 1l: Open Forum Staff Briefings/Drop-In Sessions (Executive and County): a formal programme of themed drop in sessions each year in each county, hosted by County Directors/ Leads or Executive Directors, as appropriate and publicised well in advance

To give information, publicise key messages, listen to the views and concerns of staff and to give feedback to staff groups

Schedules of Open Forums established in all counties and corporately.



Initiative 1m: SMS Texts for staff with no access to computer on site (up to 150 characters to mobile telephones to registered staff)

Message pointers to latest news, core brief, intranet and notice boards updates on key issues. Ability to be more inclusive and target harder-to-reach groups, many of whom have mobile phones.

SMS system in use for registered users.

Initiative 1n: Reach-In Scheme: Virtual panel made up of a representative pool of staff who take part in a number of surveys on a regular basis

To identify staff views on Health Board matters. Advantages include demonstrating a long-term commitment to consultation with staff ; cost-effective regular consultation; higher response rates than one-off surveys; a representative sample for consultation; it helps to identify specific groups of staff for separate surveys and focus groups

Reach-In Scheme established Working Group in place to manage questionnaires and feedback

Initiative 1o: Staff Suggestion Scheme: publicised in posters, online and in staff newsletters with evidence that staff contributions are implemented.

To encourage ideas , innovation and value for money with token prize incentives and/or praise in the staff newsletter or at an awards event.

Staff Suggestion Scheme in use Working Group in place to manage questionnaires and feedback

Initiative 1p: Staff Online Forum/Interactive Blog: interactive discussion forums inviting staff views. Discussion forums should be identified and monitored as they provide peer to peer information. Well placed and attributed messages within these can be very valuable. Moreover, monitoring them can provide valuable insight.

An online forum /interactive blog and email address on the Intranet for staff to record views, questions or comments. An email address for enquires and comments is also included in each addition of the Staff News.

Online Forum/Interactive Blog established Feedback mechanism in place

Initiative 1q: Home Subscription Email Database (Opt-In): to reaching staff without work email/intranet access

Staff newsletters and corporate information sent to home computer Reaches ‘hard-to-reach’ staff groups Requires staff opt-in via subscription

Home subscription email system (opt-in) established Staff users signed up as members

Initiative 12: Internal Communication Training and Guidance – Online

Communication Training audit to identify needs and appropriate schemes

Training Audit undertaken



Resources developed in the areas of: general communications, media spokespeople, public speaking and presenting, effective meetings etc, as required. Training needs for communication champions Guidance on good practice and expected standards in communications will be made available for all.

Communication Training incorporated into Health Board’s training schedule Good communication practice guidance

Initiative 1s: Intranet Resources: The staff intranet is already widely used. We will strengthen e-communications through improved intranet resources and tools

Improved intranet resources and tools including such things as pop-up messaging, Celebrating Success, e-messaging, podcasts, video walls online polls etc.

A range of new e-communications intranet resources in use

9. EXTERNAL COMMUNICATIONS Ensuring that information flow internally is accessible, clear and relevant is the foundation of good external communications. The overarching external communications aim is to improve communication with all external stakeholders so that they better understand Health Board challenges. Various communication methods, electronic, written and verbal, will be used to impart information to external stakeholders. Key external stakeholders will also have representation on the Stakeholder Reference Group and other meetings, as appropriate. There is real value in positively engaging fully with media and key opinion formers and this will be acknowledged in the external/ media communications policies and strategies. The organisation will encourage early and timely communication, wherever possible. The Health Board will use a wide range of accessible information for different audiences to take into consideration equality and diversity of our external stakeholders. No one should be disadvantaged by geography or ability. Communication should be enabling, accessible and use varied and appropriate media to reach all external stakeholders, including the ‘seldom –heard’, bilingual and other language formats as required (e.g. Braille) In return, the organisation should promote opportunities to hear external stakeholder views and respond to them. Ultimately the aim is to build trust by achieving acceptance, understanding and ownership of the issues and challenges facing that Health Board. Siarad Iechyd/Talking Health Involvement and Engagement Scheme will create opportunities to do this The following table details broadly what the Health Board will do to strengthen and improve external communications across the organisation.



What are we going to do?

What will we achieve? How will we know?

Initiative 1a – External Communication Audit: Audit of existing external channels of communication

A gap analysis and action plan to ensure all stakeholders can access external communications in a variety of ways Continuous improvement year on year

Audit completed Gaps identified Action plan in place to monitor

Initiative 1b – Siarad Iechyd/Talking Health Scheme

Continuous engagement with publics and stakeholders

Siarad Iechyd/talking Health launched and widely promoted. membership of scheme

Initiative 1c – Health Board Stakeholder Briefing/Newsletter – monthly briefing/feedback to all external stakeholders on latest Health Board business after every Health Board meeting.

To ensure the public and media are aware of latest Health Board news. To include main briefing, next steps, timings and final recommendations to demonstrate transparency.

Stakeholder Briefing template Regular stakeholder briefings being issued

Initiative 1d – Ask The Board online forum

To ensure members of the public and stakeholders can ask questions directly of Board members

Internet forum set up and feedback mechanism in place Number of enquiries

Initiative 1e – Social Networking Tools: including Facebook Twitter and YouTube

To maximise exposure to audiences through popular networking sites

Facebook, Twitter and YouTube sites set up and widely promoted Number of members/hits

Initiative 1f – Community Newsletter (County)

To promote county developments and good news stories in county

County Newsletter template set up Regular updates

Initiative 1g: Information Screens: Development and use of patient information screens in waiting rooms and A&E to inform public of developments.

To maximise use of patient information screens to disseminate news to patients in high footfall areas such as A&E departments

Screens identified and in use. Better use and management of screens across Health Boards

County Fact Packs: celebrating success in each county

To ensure all the good news developments within each county are widely known and understood

County Fact Packs developed and widely promoted

Media Relations Initiative 1g – Media Policy and Media Handling Guidelines

Hywel Dda Health Board will develop a new media relations policy and guidelines for staff in dealing with the media

Media Policy Media Guidelines – widely promoted

Initiative 1h – Media Relations/Key Opinion Formers: Regular

To improve positive relations with media/key opinion formers and explain the challenges facing the

A schedule of media face to face media briefings/meetings



Briefings /News Columns – monthly face to face meetings with senior Health Board/County Executives/Chairman to update media/key opinion former on Health Board developments

Health Board Health news columns in main local newspapers

Initiative 1i – Forward Look Media Grid for Press Releases and Announcements

A proactive media grid plan for positive press releases

Forward Look in place and actively used in counties

Initiative 1j – Media Champions: Executive and Clinical

Identify key spokespeople, including clinicians, providing trusted and expert comment, building on the culture of transparency

Key champions/ spokespersons identified

Initiative 1k – Out of Hours media enquiries and Crisis Communications

Working with emergency planning teams, 24/7 communications on-call plans are in place to address issues and crisis communications which arise out of office hours

24/7 communication and crisis communication plans in place and widely promoted

Initiative 1l – Media Monitoring and Evaluation

Proactive monitoring of all media to track issues and respond when appropriate. Feedback is fed back into key parts of the Health Board to inform future decisions and communication plans

Media monitoring and evaluation system in place

Initiative 1m: Media Training – Face To Face and Online Resources

Media Training audit to identify needs and appropriate schemes developed. Training needs for media communication champions Guidance on good practice and expected standards in communications will be made available for all.

Training Audit undertaken Communication Training incorporated into Health Board’s training schedule Good communication practice guidance

Stakeholder Relations Initiative 1p – Stakeholder Management System

To ensure consistent and more integrated stakeholder communications.

Stakeholder management System developed Databases established

10. MONITORING AND EVALUATION Evaluation of all communications work is essential to ensure the plans are working and do not need to be changed. Evaluation mechanisms should be built into every communications strategy and action plan at the start so that activity is regularly monitored to measure its success. There is no way of assessing success without developing metrics to allow evaluation.



Key stakeholders should be surveyed regularly to give feedback on the methods and impact of the communications methods. Individual communication methods should also be monitored and evaluated regularly. It is important that feedback is acted on to improve staff confidence. This Communications Strategy will monitor and evaluate its effectiveness on a campaign basis, according to most appropriate metrics, in the following ways:- 10.1. Outputs (Exposure and Audience Reach):

• Communication audits

• Press releases issued

• Media monitoring metrics

• Leaflets distributed – No of households

• Target audience reach by media

• Website, intranet or social networking media hits

• Participants in Health Board public and patient events

• Uptake of literature or audience attending event

• Participants in the Expert Patients’ Panel

• Staff Bulletins/newsletters issued

• Team Briefs/Hywel Dda Today issued 10.2. Outcomes (Awareness and response to Campaign):

• Stakeholder perception audits

• Analysis of media coverage

• Pattern of website hits

• Enquiries received

• Membership of Involvement and Engagement Scheme

• Staff satisfaction, via Staff Survey

• Online Polls, questionnaires, stakeholder surveys

• Quantitative Survey of target audience

• Qualitative focus group interviews

10.3. Outcomes (Degree of changed awareness, behaviour or opinion):

• Results versus Objectives

• Hard Evidence (Quantitative): Focus groups, Surveys, Ten Pledge objectives reached

• Soft Evidence (Qualitative): Focus groups, Surveys, observation, anecdotal

• Return on investment

• Lessons for next time

• Just as important, we will benchmark ourselves against other organisations and learn from what others are doing. In order to provide the Health Board with ongoing assurance that this Communications Strategy is robust, we will develop regular updates as key performance indicators. We will also make available the outcomes of evaluation in relation to communications and social marketing campaign.



11. EMBEDDING COMMUNICATIONS AND ENGAGEMENT - ROLES AND

RESPONSIBILITIES Effective communications cannot be left to the Communications Team alone. Communication is part of everyone’s job and fundamental to all staff and management roles. Each part of the organisation must have a communication framework in place to ensure the best possible face to face communications systems are in place and that actions can be taken to improve these where possible. Revitalising and embedding the Corporate Team Brief will provide that framework. Equally, consideration of communication issues must be integral to every plan, development and service change, from the outset. A communication plan should form a part of each major review or project, seeking professional, expert advice. This means considering every aspect of what needs to be communicated, to whom it should be communicated and how it should be communicated. A Communications Plan template will be developed to achieve best practice in communications. All service reviews, current and future should have a Communications Plan as an integral part of the project management for both internal and external audiences. Capability to communicate and engage well must be developed across all directorates. With this caveat, there are some individuals and groups with specific roles:

Health Board Role Communication Responsibility Executive Directors, Health Board Members and Independent Members

The Health Board’s role is one of leadership and support. Board members have a role to play both as individuals representing the organisation, and as a full board in the way it presents itself to the public. This includes how it conducts itself at meetings, how welcoming it is to the public, and how accessible its meetings and associated documents are. Moreover, members are representatives of our communities, and as such are important communication links with local people. Independent Members have a role in holding the Health Board to account for the delivery of this strategy. Executive Directors have ongoing, day to day responsibility for delivery of the organisation’s strategic objectives, which includes this strategy. However, they also have a key role in communicating and engaging with the public, our patients and staff through external and internal mediums.

Communication Team

The Communications Team provides leadership, technical expertise, advice and guidance. It has a lead role in building capacity and capability, brand management, channel development and management, ensuring the accessibility of information, coordinating media relations. The Communications Team should add value and support the efforts of others.



Senior Management Team

The senior management team has a responsibility to directly support the delivery of this strategy, and to encourage their teams to do so.

Line Management Line managers are responsible for ensuring that their staff have access to information and feel enabled to seek information and express their views. All staff should expect to have periodical face to face communication opportunities with their managers.

All Staff Every member of staff has a part to play in supporting good communications and engagement, through effecting good communication internally, delivering key messages externally, engaging with partners and the public, or helping to gather good news.

12. COMMUNICATIONS TRAINING - THE LEARNING ORGANISATION As part of this strategy, communication and engagement training needs will be identified and appropriate schemes developed in the areas of: general communications, media spokespeople, public speaking and presenting, effective meetings etc. Training needs should be made available to communication and engagement champions so that they feel supported and able to develop improved skills. Guidance on good practice and expected standards in communications will be made available for all. The Health Board can also learn from and build on good practice. In order to improve communication and engagement mechanisms, the Health Board needs to acknowledge and learn lessons from mistakes. The Health Board will share examples of good practice, both within organisations and elsewhere and maximise the benefits of modern technology and available resources



13. APPENDIX A: HYWEL DDA HEALTH BOARD’S STRATEGIC FRAMEWORK

Strategic FrameworkTO FOSTER THE BEST POSSIBLE HEALTH FOR EVERY PERSON IN OUR COMMUNITY

PRIORITY

HEALTH OUTCOMES

PURPOSE

BY (AIMS)

CLOSING THE GAP

Raising and exceeding the public expectations of health in our community.

To invest in a balanced health economy to focus

on wellness and high quality care .

Innovating and implementing best

practice to achieve world class performance.

Stretching our ambition and performance to achieve world class

delivery.

VALUES

How we will behave

BELIEFS

As a Board we believe that:

If we help the public to take responsibility for

their own health, we will achieve significant health

improvement.

If we target our resources correctly

we can make a difference.

If we work in partnership with all stakeholders to improve health, then we

will be stronger and more effective together.

If we want success, we will need to change the

shape, scope, style, skills and function of local

provision.

COLLECTIVE OWNERSHIP

1. Reduce deaths from cancer2. Reduce deaths from heart disease and stroke3. Reduce smoking and deaths from COPD4. Improve mental health

5. Reduce alcohol misuse and alcohol related deaths6. Reduce under 18 conceptions 7. Reduce the prevalence of obesity8. Reduce health inequalities

OR

GA

NIS

AT

ION

AL

DE

VE

LO

PM

EN

T P

RIO

RIT

IES

Develo

pin

g the

com

pete

nci

es,

skill

s and

know

ledge o

f th

e w

ork

forc

e

Develo

pin

g the

str

uctu

res

and

pro

cesse

s

acro

ss

the

Health B

oard

Develo

pin

g a

str

onger

perf

orm

ance

culture

acro

ss

the H

ealth

Board

Harn

essin

g t

he

pow

er

of

health

inte

lligence

INTEGRITY & RESPECT

OPENNESS & TRANSPARENCY

INNOVATION & QUALITY

PRIORITY

BUSINESS OUTCOMES

Maximising the potential of being an integrated

care organisation

Rebalancing the care pathways across acute, community and primary

care system

Rebalancing the system finances to support care

redesign

Using strategic intelligence to inform decision making and

care delivery

LEADERSHIP & INNOVATION

EVIDENCE, KNOWLEDGE &

SKILLS

PRODUCTIVITY &

EVALUATION

EFFECTIVE GOVERNANCE

Harn

essi

ng t

he

pow

er

from

real

part

ners

hip

w

ork

ing

Appendix 2



14. APPENDIX B. STAKEHOLDER ANALYSIS HIGHER INFLUENCE LESS INFLUENCE

HIG

HE

R IN

TE

RE

ST

POSITIVE ENGAGEMENT – High Priority High Capacity Methods, Working

Relations, 1/1 and Coalition Support 1.Hywel Dda Staff Groups including Consultants etc 2.GPs & Primary Care Providers including GPs, Pharmacies, Dentists and Opticians and their staff 3.Partnership Forums/Trade Unions 4.Local Authority Elected Members (Carmarthen, Ceredigion, Pembrokeshire) 5.Local Authority Council Officers with Special Interest/Influence (Social Services, Housing etc - Carmarthenshire, Pembrokeshire, Ceredigion) 6.Local AMs/MPs (County and Regional) 7.Media – Local, Regional and Welsh National 8.Welsh Assembly Government (Department of Health) Welsh Health Estates 9.Community Health Councils 10. Key Voluntary Organisations

PRO-ACTIVE ENGAGEMENT & SUPPORT TO BE MORE INVOLVED

Most Affected, Can influence Outcome if Empowered - High Priority

10.Hywel Dda Residents over 16 11.Hywel Dda Residents under 16 12. Hywel Dda ‘Hard To Reach’ Groups (possibly unregistered) 13. Existing Patient Representative Groups & Lobby Groups 14. Existing PPI Forums (Older Persons Forum, Youth Forums, School Councils etc) 15. Towns and Community Councils 16.Community Social and Business/Suppliers Groups - County-Based (Women’s Institutes, Chamber of Commerce) 17.Voluntary Organisations - including providers of services (CAVO, CAVS, PAVS, Communities First, West Wales Action for Mental Health, League of Friends) 18.Partnership Groups where Health Board is represented (Partnership Boards, Community Safety Partnership, Children & Young People, LSBs, etc) 19.Other Local Health and Social Care Providers (Other LHBs, Other NHS Trusts, Ambulance Trust)

LE

SS

IN

TE

RE

ST

KEEP POSITIVELY INFORMED Can Affect Outcome through Influence,

Keep Positively Informed

20.Local Authority Council Officers (General – Carmarthenshire, Pembrokeshire, Ceredigion) 21. National Assembly for Wales

ACCESS TO INFORMATION Monitor – Encourage With Targeted Publicity 22. Other local organisations/groups with little material interest in Health Board plans (Church Federations, Young Farmers Clubs/Union) 23. MEPs



15. APPENDIX C: COMMUNICATION RESOURCE SWOT ANALYSIS STRENGTHS WEAKNESSES

• The organisation has a clear vision and strategy

• There is an emerging sense of organisational drive with formation of a new executive team and new organisational structure

• The Board has identified the need for effective communications and engagement

• The organisation has a good understanding of national, regional and local issues

• There is a growing understanding of the importance of good communications/engagement across the Health Board

• There is a wealth of skills and knowledge within the Health Board, with a number of people who have communications and engagement expertise

• The Health Board has a number of well defined and well used communications and engagement channels

• Improving cross-departmental and county team working

• Gaps in communications/engagement capability/skills across the organisation

• Wide understanding of the added value a communications team can bring to depts/counties

• Wide geography with different cultures • Balance in use of electronic communication and

new media • Some duplication and a lack of consistency across

different teams/counties/depts • Planning within the organisation in terms of communication and engagement needs

OPPORTUNITIES THREATS

• The ongoing development of a new communications team, closer links to PPE and new communication, engagement and strategic partnerships leads

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