Communications Plan to support TCS Communications Plan Supporting integration following the transfer of provider services from NHS Devon to Northern Devon Healthcare Trust Version No: 1 (draft) Issue Date: 16/03/11 Version No: 1 Page 1 of 15 Date: 16 March 2011 Author: Katherine Allen, Head of Communications Communications Plan to support TCS Contents Introduction 3 1. Aims and Objectives 3 2. Key Messages 3 Corporate overview TCS corporate messages 3. Existing Trust communications methods 4 Internal Websites Stakeholder Media 4. Dedicated change management communication activity (staff) 6 5. Key communications partnerships 7 6. Monitoring success 7 7. Branding 7 8. The proposed structure of the Communications Department 8 9. Summary of actions 10 10. Appendix A: Media list 11 11. Appendix B: Stakeholder list 12 Version No: 1 Page 2 of 15 Date: 16 March 2011 Author: Katherine Allen, Head of Communications Communications Plan to support TCS Introduction Northern Devon Healthcare NHS Trust has a proven record of managing significant organisational change. We will build on our previous experience of establishing an integrated NHS Trust in ensuring the successful transition of community services into the Trust's organisational structure, culture, systems and processes. This communications plan describes the resources, methods and activities which will be deployed by the Communications Dept of NDHT following the transfer of NHS community provider services from NHS Devon to Northern Devon Healthcare Trust. An unresponsive communications plan will not meet the needs of the organisation going forward. The effectiveness of the plan relies on ‘intelligence’ from the senior team and staff feedback to ensure that we meet the needs of the audience and communicate the right message. Failure to respond accordingly may lead to loss of reputation, staff confusion and stakeholder disengagement. Note: The standard reference to the new services will be to Exeter, Mid Devon and East Devon; or, collectively, to Eastern Devon, echoing the geographical reference in the NDHT name ('Northern'). 1. Aims and Objectives The aim of the plan is to quickly establish two-way systems of internal and external communications between staff, executive team and stakeholders. The objectives of the plan are to: - Protect and enhance the reputation of NDHT - Ensure that new staff rapidly become integral, and feel integral, to the Trust - Ensure patients are able to clearly identify which Trust provides the services at any given base and know how to contact the organisation responsible for the service - Ensure staff are able to clearly identify which Trust provides the services at any given base and know how to make contact with relevant personnel within the Trust - Support new staff by providing easy routes to information and communication - Mitigate service disruption risks of staff without access to policies and unfamiliarity with back office functions (SFIs, procurement, estates, HR etc) - Establish positive media relations - Build relationships with stakeholders such as GPs, community groups A full list of known media contacts and stakeholders is contained in appendices A and B, respectively. Version No: 1 Page 3 of 15 Date: 16 March 2011 Author: Katherine Allen, Head of Communications Communications Plan to support TCS 2. Key messages The messages of the communications plan depend on the audience and medium used. However generic messages or themes are as follows: Corporate overview: - 750 beds, 250 of which are community - We employ 3800 staff, 2000 of whom work in the provision of community health and social care services - We run services in 17 Community Hospitals - Our integrated health and social care services are run by XX clusters - The Trust now serves a population of 484,000 TCS corporate messages: The corporate messages are an extrapolation of the Trust’s vision and values and will influence and guide all media responses and external/internal communication. Over time, the messages will change and adapt according to the needs of each audience. This is all about sustaining and improving care for patients Management arrangements are secondary NDHT has a proven track record in integrating and running community services Safety and quality are our top priorities We are one of the top-performing trusts in the South West, according to a range of measures We have designed services which keep patients cared for safely at home, as well as in hospital External messages: Eastern Devon We will build on existing community services to improve care for patients across Eastern Devon We will work with local communities, patients and councillors to improve services We will continue to work closely with other trusts to smooth the flow of patients from acute hospitals and to avoid unnecessary admissions We will aim to provide more care closer to home Northern Devon The integration will not affect local patients – it's business as usual 3. Existing Trust communications methods The Trust’s communications strategy contains a full outline of communication methods. For the purposes of this plan, we have expanded on the tactics which satisfy the aims of Version No: 1 Page 4 of 15 Date: 16 March 2011 Author: Katherine Allen, Head of Communications Communications Plan to support TCS quickly assimilating the transferring staff under the Trust’s existing communication vehicles. Since January 2011, the Trust’s internal communication materials have been shared and run in parallel with Devon Provider Service’s. From 1 April 2011, we envisage the following: Internal - Chief Executive Bulletin: produced weekly and circulated to all staff with messages and decisions from the Executive Director meeting every Wednesday. This replaces the Provider Development newsletter - Pulse: the bi-monthly newsletter will contain messages from Exeter, east and mid Devon from April. (This replaces Healthy Life) - Communications Champions/Ambassadors: The geographic spread of the Trust and the rurality of some areas do pose challenges for effective communications. In order to ensure appropriate targeting and the strong penetration of communications activity the Communications Dept will establish Communications Champions within selected areas of the Trust. These staff members will enable the Dept to gather information regarding effectiveness of communications activity and staff engagement and respond accordingly through focused differentiation of methods/language. - Welcome leaflet: A leaflet is in production with Trust at a glance stats and information. - Welcome DVD: The communications department has organised for the Trust Chair to record a welcome message (via DVD) which will be launched on 1 April to mark the transfer of staff and services. - TV screens: In May, we hope to install TV screens in every waiting area in NDDH. These will allow us to broadcast positive messages and information about the Trust. Over time and following evaluation, we would consider extending this service to the community hospitals. Websites - Intranet: by April, the two intranets will be merged and all transferring staff asked to access Bob. There is a TCS area on the intranet which will contain useful information to help new staff navigate their way around their new employing organisation: o order medical equipment o order materials/consumables o timesheets / payroll paperwork o incident reports o ask the execs a question o find a policy Version No: 1 Page 5 of 15 Date: 16 March 2011 Author: Katherine Allen, Head of Communications Communications Plan to support TCS o expense claim o translation and interpretation o patient leaflets o organisation charts – and, in time, a staff directory - As well as being a platform for sharing news and information regarding the changes, the Trust has the ability to conduct and analyse comprehensive and accessible surveys, feedback gathering. Online engagement will be a central plank of engagement gathering given the geographical diversity of the area. - Website: The web pages on Our Services (east and north Devon, acute and community) have already been created with contact details and locations of each service provided by the Trust. - Facebook/Twitter: The Trust will use Facebook and Twitter with good effect to engage with the population. Stakeholder A full list of stakeholders is contained in the appendices. In particular, this plan would focus on the following activities: - IPSG: The Trust would hope to establish an Involving People Steering Group in eastern Devon to ensure that local groups and individuals have a voice in developing and influencing service change. We understand that there are currently no formal PPI processes in eastern Devon - Community meetings/forums: Where possible, the Care Trust would seek to utilise existing community forums with a proven track record of attendance and engagement. - LINk: the working agreement with LINks would be extended to cover Exeter, east and mid Devon - Town Councils: In rural areas, town council’s can play an absolutely key role in maintaining community cohesion, establishing community identity, and representing the opinions and attitudes of the community. The Trust would look to foster positive relationships with these council’s and benefit from their experience and knowledge of local communities. This may include providing regular update newsletters to council clerks. - OSCs & Council Cabinets: It is vital to have open and transparent relationships with Overview and Scrutiny Committees and Council Cabinets. The Communications