DRAFT. NHS Lanarkshire Board. Communications Strategy

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1 DRAFT NHS Lanarkshire Communications Strategy Author: Approved by: Date of approval: Date of review: Calvin Brown Divisional Communications Manager NHS Lanarkshire Board TBC TBC Draft 1

2 NHS Lanarkshire Communications Strategy Contents Page 1. Introduction 3 2. Communication Values and Principles 2.1 Organisational Values Guiding Principles 5 3. Where We Are Now 3.1 Background Public Engagement and Communication Audit Staff Survey NHS QIS Clinical Governance and Risk Management Audit NHS Lanarkshire website and social media statistics A Healthier Future Organisational Development Review 8 4. Where We Want To Be 4.1 Introduction Strategic Communication Objectives 9 5. Associated Action Plans 5.1 Introduction Communications Strategy Action Plan Well Informed Staff Governance Action Plan Patient Focus Public Involvement Improvement Plan A Healthier Future Organisational Development Plan Other Communication Plans How We Will Monitor Progress 6.1 Introduction Stakeholder Engagement Group Staff Survey Participation Standard Media Monitoring NHS Lanarkshire Public Website Staff Governance Committee Staff Sounding Board Operating Management Committees Web Governance Group Appendices A. Who We Communicate With 15 B. How We Communicate 17 C. Relevant Policies, Strategies and Guidance 18 Draft 2

3 1. INTRODUCTION This communications strategy sets out NHS Lanarkshire s strategic objectives for further improving how it communicates with the public, staff and other stakeholders. In doing so, the strategy will meet the overarching aim of supporting: NHS Lanarkshire s corporate objectives NHS Lanarkshire s strategic planning framework A Healthier Future NHS Lanarkshire s values NHS Scotland Quality Ambitions of safe, person-centred and effective. Collectively, these are summed up by our core purpose statement: Working with you for a healthier future. The strategy builds on previous NHS Lanarkshire communications strategies, the last of which was approved in It includes: NHS Lanarkshire s values and principles for communication Where we are now with communications Where we want to be How performance is monitored and evaluated on an ongoing basis. The NHS Lanarkshire Stakeholder Engagement Group (SEG), which reports to the Modernisation Board and Staff Governance Committee, will oversee delivery of the communications strategy. The SEG, which is chaired by the Head of Communications, provides an overall view of communication and engagement activity within NHS Lanarkshire. In 2010, the Scottish Government produced Informing, Engaging and Consulting People in Developing Health and Community Care Services to assist NHS Boards in their engagement with patients, the public and stakeholders on the delivery of local healthcare services. The objectives of this strategy contribute to each stage of informing, engaging and consulting. However, this strategy is focused primarily on the delivery of NHS Lanarkshire s corporate communications. NHS Lanarkshire s specific aims and priorities for stakeholder involvement are set out in the NHS Lanarkshire Patient Focus and Public Involvement Strategy NHS Lanarkshire s Communications Department has a central role to play in achieving the objectives of this strategy. However, NHS Lanarkshire needs the commitment and contribution of every member of staff if it is to communicate effectively. Everyone within NHS Lanarkshire has a responsibility to: Ensure patients, public, staff and other stakeholders receive accurate and up-to-date information Draft 3

4 Take personal responsibility for being well informed by seeking information on relevant issues Share relevant information from briefings, meetings and other forums with patients, relatives and colleagues Take an active role in opportunities to provide feedback Put into practice the values and principles set out in this strategy. All written material produced by staff - including s, reports and letters may be the subject of a Freedom of Information enquiry and be made public on request. It is important that our written communications reflect this. Staff should take into account the following relevant legislation in the production of all communications: Freedom of Information (Scotland) Act 2002 Data Protection Act 1998 Disability, race, age and gender discrimination legislation. Although the responsibility for Freedom of Information enquiries lies with the NHS Lanarkshire Communications Department it is not covered in detail in this strategy as it is overseen by NHS Lanarkshire s Information Governance arrangements. 2. COMMUNICATION VALUES AND PRINCIPLES 2.1 Organisational Values All communications carried out by NHS Lanarkshire should be consistent with its organisational values. The organisational values were developed and agreed through engagement with members of the public and staff. They are: Fairness Respect Quality Working Together. NHS Lanarkshire communication activity will demonstrate fairness by: Being accessible to those to whom it is targeted Being sensitive to differing communication needs Being subject to equality and diversity impact assessment. NHS Lanarkshire communication activity will demonstrate respect by: Ensuring communications can be understood by the intended audience Targeting the right messages to the right people Being relevant to the target audience Being proactive and timely. Draft 4

5 NHS Lanarkshire communication activity will demonstrate quality by: Taking an evidence-based approach Complying with legislative requirements Complying with national guidance and standards Focusing on patient experience, care and services Having in place robust management and governance arrangements. NHS Lanarkshire communication activity will demonstrate the principle of working together by: Supporting stakeholder involvement thorough informing, engaging and consulting Taking a partnership approach to communications with the public, staff, partner organisations and other stakeholders. 2.2 Guiding Principles The following communication guiding principles have been developed to help put NHS Lanarkshire s values into practice: Good communication is everyone's responsibility - from the chief executive to front-line staff Communication is a two-way process. It is important to seek and listen to the views and opinions of the public and staff Communication should be focused, targeted and relevant Communication should be timely with information quickly communicated once available Communication should be proactive, open and transparent The language and format used to communicate should be right for the target audience. In most cases this means in plain English and jargon free Written materials should take account of the NHS Lanarkshire Good Practice Guide To Written Communications All communications should meet NHS Lanarkshire s commitment to equality and diversity including its requirements under the Equality Act 2010 and other relevant legislation Staff have a right to be well informed under the Staff Governance Standard. 3. WHERE WE ARE NOW 3.1 Background This revised communications strategy builds on the previous strategy which was approved in May Since the last strategy, there have been many Draft 5

6 improvements and developments in how NHS Lanarkshire communicates with the public, other stakeholders and staff. Examples include: Launch of NHS Lanarkshire social media presence on Twitter and Facebook New information display screens at Wishaw General, Monklands and Hairmyres hospitals and Douglas Street Community Health Clinic Redesign and relaunch of FirstPort staff intranet site Review of The Pulse following a reader survey which resulted in changes to the design, distribution and content New information sections and other improvements to NHS Lanarkshire s public website Establishment of the Web Governance Group and the development of NHS Lanarkshire Web Governance Standards Launch of redesigned sexual health, mental health (elament), occupational health (Salus) and Lanarkshire Alcohol and Drug Partnership websites. NHS Lanarkshire is continually striving to improve the way it communicates. Since the last strategy, the work set out below has been undertaken to provide feedback and information on public and staff perceptions and the level of development of NHS Lanarkshire s communication arrangements. This has provided valuable feedback which has informed the development of this strategy and its associated action plans. 3.2 Public Engagement and Communication Survey An independent survey was commissioned by NHS Lanarkshire in 2010 to gauge the public s views on the way the organisation communicates and engages. This followed a previous survey in The most recent survey was carried out in March and April It included 1,000 face-to-face interviews with members of the public across the ten localities in Lanarkshire and a self-completion survey by members of the North and South Public Partnership Forums. A majority of respondents in 2010 rated NHS Lanarkshire as being good at providing: the type of information people need; providing enough information; and being open and transparent. This was broadly similar to There was a decline in the overall positive rating for providing the type of information people need and providing enough information. However, there was an increase in respondents specifically rating NHS Lanarkshire as being very good across all indicators. Two thirds of respondents in 2010 stated that they knew how to access information about NHS Lanarkshire s services, plans and activities. Members of the public indicated that they use a wide range of sources to find out these with the two primary sources being NHS Lanarkshire staff and leaflets and posters in NHS Lanarkshire facilities. Draft 6

7 Between 2007 and 2010 there was a notable increase in people who said they used the following methods to find out about our services, plans and activities: adverts on billboards, bus shelters and radio; correspondence delivered through their door; newsletters; and NHS Lanarkshire websites. A notable core of respondents believed that NHS Lanarkshire should be making more use of NHS Lanarkshire staff, local newspapers, NHS Lanarkshire websites, correspondence delivered through their door and newsletters. Members of the public interviewed in 2010 expressed an interest in finding out more about a wide range of health services and issues, in particular GP Out Of Hours Service, healthy eating and being more physically active. 3.3 Staff Survey NHS Lanarkshire staff participated in the national Staff Survey at the end of Within the Well Informed section of the survey NHS Lanarkshire s positive score increased from the 2008 survey for each of the topics. 65 per cent of staff who responded said they were kept well informed about what was happening in NHS Lanarkshire up 14 per cent from per cent said their line manager communicated effectively with them. This compares to 2008 when 34 per cent said they believed communication between management and staff was effective. 87 per cent of staff said they were clear what their duties and responsibilities were. This compares to 2008 when 81 per cent said they were clear what they were expected to achieve in their job. NHS Lanarkshire s results in the Well Informed section were above the national average for each of the questions. 3.4 NHS QIS Clinical Governance and Risk Management Audit NHS Quality Improvement Scotland (QIS), now replaced by Healthcare Improvement Scotland (HIS), audited health boards against clinical governance and risk management standards in The standards included specific sections relating to communications. In November 2009, QIS published its report of NHS Lanarkshire s performance against the standards following a programme of audits. NHS Lanarkshire achieved level four on the quality improvement scale (the highest possible) for the communication section of Standard Two - The Health, Wellbeing and Care Experience. This indicated that NHS Lanarkshire Draft 7

8 was reviewing and continuously improving its arrangements for internal, staff and patient communications across the organisation NHS Lanarkshire also achieved level four for the external communication section of Standard Three - Assurance and Accountability. This indicated that NHS Lanarkshire was reviewing and continuously improving its external communication arrangements across the organisation. 3.5 NHS Lanarkshire website and social media statistics During 2012, NHS Lanarkshire s public website was visited 441,860 times, an increase of 35 per cent on 2011, and viewed by 271,201 unique visitors. This resulted in total page views of 1,349,329 during NHS Lanarkshire launched on Twitter and Facebook in March As at 27 June 2013, 4,900 people were following NHS Lanarkshire on Twitter and 788 people liked the NHS Lanarkshire Facebook page. 3.6 A Healthier Future Organisational Development Review A review was undertaken in 2012 to inform the development of A Healthier Future Organisational Development Plan. The purpose of the plan is to support and enable the creation of a sustainable, values-based, quality culture in NHS Lanarkshire as set out in A Healthier Future. The review incorporated feedback from staff across the organisation on a range of topics which generated the following insights about communication: Staff struggle with organisational language and terminology, especially where local terms are used out-with the service area A lack of information and understanding about all of NHS Lanarkshire s services creates confusion for staff in trying to support patients across journeys of care Increasing use of IT as an organisational tool limits the ability of some staff to access information. 4. WHERE WE WANT TO BE 4.1 Introduction NHS Lanarkshire s communication strategic objectives build on the work of the previous communication strategy with the aim of continuing the progress already made in these areas. They have been developed following the input of the public and staff at communications strategy workshop events in January and February The objectives set out the organisation s strategic communications aims for the next five years. An action plan has been developed to set out the Draft 8

9 individual actions that will be taken in year one to help achieve the objectives. The action plan also details the measures that will be used to monitor progress which will be benchmarked against current performance. 4.2 Strategic Communication Objectives NHS Lanarkshire s strategic communication objectives for are as follows: 1. Deliver communication plans to support effective involvement in line with A Healthier Future service change process 2. Reduce jargon and increase the use of Plain English 3. Increase the use of newsletters for the public 4. Develop new ways of using online technologies, including websites and social media, to improve public communications and engagement 5. Develop NHS Lanarkshire s social media channels to provide information about NHS Lanarkshire and opportunities for interaction and involvement 6. Positively promote NHS Lanarkshire services and initiatives in the media and protect the organisation s reputation 7. Develop the new FirstPort2 intranet to provide timely and relevant information to staff 8. Ensure The Pulse is relevant to all staff and accessible to staff and the public 9. Increase the effectiveness of the weekly staff briefing 10. Improve effectiveness and efficiency of communications 11. Improve the standard and consistency of local manager/staff communications and team meetings. 5. ASSOCIATED ACTION PLANS 5.1 Introduction NHS Lanarkshire s communication objectives will be achieved through specific actions set out in the following associated action plans: Communications Strategy Action Plan Well Informed Staff Governance Action Plan Patient Focus Public Involvement Improvement Plan A Healthier Future Organisational Development Plan 5.2 Communications Strategy Action Plan A Communications Strategy Action Plan has been developed to put the objectives set out in this strategy into action during year one. Progress against the action plan will be monitored by the Stakeholder Engagement Group. The action plan will be updated annually. Draft 9

10 5.3 Well Informed Staff Governance Action Plan An annual Well Informed Action Plan is developed through the Stakeholder Engagement Group. The plan sets out actions to ensure that Lanarkshire meets its requirements under the Well Informed Staff Governance Standard. The annual plan is developed in partnership with staff-side representatives and is shaped by feedback received through the staff survey. 5.4 Patient Focus Public Involvement Improvement Plan NHS Lanarkshire s Patient Focus and Public Involvement (PFPI) Strategy was approved in March It is accompanied by a PFPI Improvement Plan which will be reviewed and updated annually. It aims to ensure the delivery of the strategy and expected outcomes over the next five years as well as drive improved performance attainment against the Participation Standard. Under the key theme of public involvement, the 2013/14 improvement plan includes the following four actions: We will implement an action plan to support agreed objectives within NHS Lanarkshire s Communications Strategy aimed at improving communications with stakeholders. We will develop and implement and communications strategy to support Reshaping Care for Older People (RCOP). We will focus on developing greater involvement and liaison with vulnerable groups of women through a variety of initiatives associated with Best Possible Start. We will work with the PPF s to support them to gain wider engagement and involvement of community groups and organisations that involve and work with young people. 5.5 A Healthier Future Organisational Development Plan This plan captures the priorities and associated actions for year one of a three year organisational development (OD) programme ( ) in support of A Healthier Future. It sits alongside Strengthening Quality in Lanarkshire, the Person Centred Health and Care Programme, Staff Governance Action Plans and other key strategies. The OD Plan aims to deliver the improvement outcomes and quality culture articulated in A Healthier Future and contribute to the achievement of the 2020 Vision. The plan includes the following outcomes which link to the communications strategic objectives: Draft 10

11 Enhanced communication for all staff across the organisation through access to information using a range of mechanisms Improved understanding of services and projects across the organisation. 5.6 Other Communication Plans The plans listed above include actions for improving the organisation s overall communications systems and performance. In addition to these organisationwide action plans, NHS Lanarkshire also develops communication plans to support a wide range of individual initiatives and areas of work. Examples include: Healthcare Associated Infections Communications and Patient Information Plan Older People in Acute Care Communications Plan Capital development projects including Wishaw Community Health Centre, East Kilbride Community Health Centre and Kilsyth Community Health Centre Service changes such as Treatment Room Review; Car Parking Policy; Reshaping Care for Older People; Dermatology, Neurology; No Smoking Policy; Homeopathy; Community Radiology Review and Mental Health Modernisation Emergency and Business Continuity Planning Winter Planning. In developing these communication plans, consideration is given to identifying the stakeholders (Appendix A) and communication channels (Appendix B) appropriate to the specific initiative. 6. HOW WE WILL MONITIOR PROGRESS 6.1 Introduction NHS Lanarkshire is committed to ongoing evaluation and monitoring of both its communications systems and the progress made against the objectives set out in this strategy. Regular monitoring and evaluation ensures that we continue those communication practices which are most effective and change those which are not. We also identify best practice from elsewhere through, for example, the NHS Scotland Strategic Communicators Group and the West of Scotland Communication Group. The following mechanisms are used to ensure appropriate monitoring and evaluation of this strategy and its associated action plans. Draft 11

12 6.2 Stakeholder Engagement Group NHS Lanarkshire s Stakeholder Engagement Group provides an overall view of communication and engagement activity within NHS Lanarkshire. Its main purpose is to ensure NHS Lanarkshire meets the Well Informed Staff Governance Standard and national and local engagement standards. The group is chaired by the Head of Communications and meets bi-monthly. It includes membership from across NHS Lanarkshire including public partnership forum and staff side representatives. The group is responsible for reviewing the levels of engagement proposed by Service Improvement Boards, providing them with advice and guidance. On issues relating to service development and change, the Stakeholder Engagement Group reports to the Modernisation Board which oversees the work carried out through the Service Improvement Boards. The Stakeholder Engagement Group reports to the Staff Governance Committee on the Well Informed Staff Governance Standard. 6.3 Staff Survey The national staff survey is carried out every two to three years and provides staff with an opportunity to give feedback on the organisation under the following headings: well informed; appropriately trained; involved in decisions which affect them; treated fairly and consistently; provided with an improved and safe working environment. Feedback provided through the Well Informed section gives a snapshot of how staff feel NHS Lanarkshire is communicating with them. Improvement action plans are developed on the basis of this feedback. The next staff survey is taking place in June/July Participation Standard NHS Boards need to ensure that people have a say in decisions about their care and in the development of local health services. The Participation Standard is a way of measuring how well NHS Boards do this. The Participation Standard measures three things: 1. How well NHS Boards focus on the patient 2. How well NHS Boards involve the public 3. How NHS Boards take responsibility for ensuring they involve the public. From , NHS Boards have been required to self-assess against the Participation Standard. From April 2011, NHS Boards have been asked to Draft 12

13 report their progress against the Participation Standard at their annual review meeting. 6.5 Media Monitoring The Communications Department routinely monitors press coverage of NHS Lanarkshire to gauge the effectiveness of proactive media activity and assist with effective targeting of future activity. This is done on a daily basis. Monthly media monitoring reports are also compiled, providing a breakdown of positive and negative coverage. 6.6 NHS Lanarkshire Public Website Regular reports are provided to the Web Governance Group on the number of website hits, visitor numbers and feedback via the website. These reports indicate the areas of greatest interest to users which helps inform the ongoing development of the site. 6.7 Staff Governance Committee NHS Lanarkshire s Staff Governance Committee oversees progress against the four Staff Governance Standards. Quarterly updates on the Well Informed standard are submitted from the Stakeholder Engagement Group. Annual national audits are undertaken to ensure the Board is meeting its legal requirements under the staff governance standards. 6.8 Sounding Board Sounding Board workshops provide staff and the public with the opportunity to provide valuable feedback on key issues that affect them. The events are open to all staff and include public representatives when appropriate. Topics can include the development of a new strategy or policy, a major service change, the impact of national changes in policy or other initiatives that impact on staff and patients. There are typically four to six sounding board events each year. Previous workshops have included communication topics such as the development of the updated communication strategy, development of the new NHS Lanarkshire website, a review of The Pulse staff newspaper and a review of FirstPort - the staff intranet. 6.9 Operating Management Committees Communications reports are taken every two months to the operating management committees for North Lanarkshire Community Health Draft 13

14 Partnership (CHP), South Lanarkshire CHP and the Acute Division. They include details of relevant media coverage and Freedom of Information performance Web Governance Group The NHS Lanarkshire Web Governance Group oversees all of NHS Lanarkshire s websites, both internal and external. It considers six-monthly website usage reports, reviewing and analysing these for opportunities to refine and improve the site design and content. It also considers proposals for new web developments and ensures that all NHS Lanarkshire websites conform to NHS Lanarkshire s Web Governance Standards. Draft 14

15 APPENDIX A WHO WE COMMUNICATE WITH Public, patients, users and advocates The Lanarkshire public Patients Scottish Health Council GP practice patient participation groups Voluntary organisations with health interest Carers and carers organisations Patient advocacy organisations North Lanarkshire Public Partnership Forum South Lanarkshire Public Partnership Forum South Lanarkshire Locality Public Partnership Forums North Lanarkshire Community Forums NHS organisations and other care providers Scottish NHS Boards (particularly neighbouring Boards) Lanarkshire emergency services o Scottish Ambulance Service o Police Scotland o Strathclyde Fire and Rescue South Lanarkshire Council North Lanarkshire Council Nursing/residential homes Prisons/state hospitals in Lanarkshire NHS24 Health Protection Scotland Information Services Department (part of NHS National Services Scotland) Healthcare Improvement Scotland NHS Health Scotland Commercial providers and regulatory bodies Public private partnership consortia Suppliers Mental Welfare Commission Care Inspectorate Her Majesty's Inspectorate of Education Health and Safety Executive Royal Colleges Training/education (universities and colleges) The media Local media Draft 15

16 National media Representatives MSPs MPs Councillors Community councillors Community groups Scottish Government Cabinet Secretary for Health and Wellbeing Health Department officials (including Chief Executive, Chief Medical Officer and Press Office) Other partner groups/organisations Lanarkshire Alcohol and Drug Partnership South Lanarkshire Community Planning Partnership North Lanarkshire Partnership All NHS Lanarkshire staff Non-executive directors Trade Union/Staff Organisations Local partnership representatives Full-time officers Independent contractors General Practitioners Dentists Pharmacists Opticians Draft 16

17 APPENDIX B HOW WE COMMUNICATE The ways in which NHS Lanarkshire communicates are shaped by feedback from the public, staff and other stakeholders as outlined in this strategy. Below is a list of communication channels commonly used by NHS Lanarkshire. These will evolve and develop to respond to new opportunities and technologies. Media releases Media interviews Photo opportunities NHS Lanarkshire website o Elament - Lanarkshire mental health website o Lanarkshire sexual health website o NHS Lanarkshire Occupational Health website o Lanarkshire Alcohol and Drug Partnership website o NHS Lanarkshire learning disabilities website o Twitter o Facebook o YouTube o Annual report Advertising MSP/MP and local councillor briefings The Pulse (staff newspaper) Roadshows Posters Leaflets Public meetings Sounding Board events Weekly staff briefing FirstPort (Intranet) Notice boards PC desktop wallpaper Payslip messages Text (SMS) messaging Newsletters Promotional items Team meetings Display screens Draft 17

18 APPENDIX C RELEVANT POLICIES, STRATEGIES AND GUIDANCE NHS Lanarkshire Good Practice Guide To Written Communications NHS Lanarkshire Working With People Standards NHS Lanarkshire Patient Focus and Public Involvement Strategy NHS Lanarkshire Web Governance Standards NHS Lanarkshire s A Healthier Future A Healthier Future A Framework for NHS Lanarkshire Strategic Health Planning 2012 to 2020 (NHS Lanarkshire, June 2012) Informing, Engaging and Consulting People in Developing Health and Community Care Services (CEL 4, 2010) (Scottish Government, February 2010) Guidance on Identifying Major Health Service Changes (Scottish Health Council, February 2010) Involving Patients, Carers and the Public in Option Appraisal for Major Health Service Changes (Scottish Health Council, March 2010) Patient Focus and Public Involvement Strategy (NHS Lanarkshire, 2012) Patients Rights (Scotland) Act 2011 NHS Reform (Scotland) Act 2004 Staff Governance Standard (4th Edition) (Scottish Government, March 2012) Draft 18

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