1.1. establish a clear understanding of who the organisation is and what we do with all stakeholders by April 2012

Transcription

1 Agenda item /25 Board Meeting 27 April 2011 SUBJECT: Communications Strategy Purpose of the report The draft Communications Strategy is led by and supports the Healthcare Improvement Scotland Strategic Plan. Its aims are to: 1.1. establish a clear understanding of who the organisation is and what we do with all stakeholders by April demonstrate to all stakeholders the value of the organisation and the clear benefits it brings to healthcare in Scotland 1.3. support the impact of Healthcare Improvement Scotland s work by managing clear and effective communications with all identified stakeholders 1.4. ensure staff are fully engaged on the key issues surrounding the organisation and 1.5. undertake communications work in an efficient way which can demonstrate value for money for both the organisation and the wider public. 2. Recommendation The Board is asked to endorse the strategy and approve its implementation. 3. Background The Communications Strategy has been created to establish Healthcare Improvement Scotland as a new organisation. However, the strategy also recognises and learns from the communications work and outputs of both NHS Quality Improvement Scotland and the Care Commission. The Shadow Board gave feedback on the draft strategy in April and this document takes that feedback into account. 4. Strategic objectives/work programme The Communications Strategy supports the Strategic Plan and the organisation s work programme and therefore our intended contribution to the Institute of Medicine s six dimensions of quality and the three quality ambitions of NHSScotland s Healthcare Quality Strategy Measures for improvement Progress will be measured by communications research, which will be conducted with sample groups of external stakeholders in April 2012 (and repeated 2 years thereafter). Internal communications research which will be conducted annually in October.

2 Initial research with NHS stakeholders was conducted in April 2010 and this will be used to benchmark, where appropriate, the results for April Internal communications research, through an all staff survey in October 2010, will similarly benchmark the results for October Resource implications An action plan to support this strategy has been drafted, with associated resources and costs identified. These will be progressed through the Executive Team and Finance Teams for approval pending Board endorsement of this strategy. 7. Legal implications No formal legal implications are currently foreseen. 8. Governance and risk implications The work of the Communications Strategy (in particular the Internal Communications work) will support the Staff Governance Action Plan. The wider work of the strategy will help negate reputational risk to Healthcare Improvement Scotland. 9. Consultation The Communications Strategy was developed in consultation with the Transition Governance Group and builds on engagement with a wide range of external stakeholders through research conducted in April In addition, there has been engagement with internal stakeholders including the Partnership Forum and through a staff survey in Equality & Diversity Our Equality and Diversity Impact Assessment process is fully embedded within our communications work. 11. Timeline for implementation and Lead Officer An action plan to support this strategy has been drafted, with associated resources and costs identified. These will be progressed through the Executive Team and Finance Teams for approval pending Board endorsement of this strategy. Ken Miller Head of Communications 2

3 COMMUNICATIONS STRATEGY

4 CONTENTS 1. Background 1.1. Organisation vision, purpose and objectives 1.2. Integrated cycle of Improvement 1.3. Principles of openness and transparency 1.4. Duties of equality 1.5. Shaping our future and shared services 1.6. A change in approach (from NHS Quality Improvement Scotland and the Care Commission communications) 2. Audiences 3. Key communication issues to address 4. The aims of the strategy 5. Delivering the strategy 5.1. Corporate communications 5.2. Work programme communications 5.3. Internal communications 5.4. Communications management 6. Next steps Appendix 1: Lessons learnt Appendix 2: Healthcare Improvement Scotland roadshow presentations 4

5 1. Background Healthcare Improvement Scotland launched on the 1 April Created by the Public Services Reform (Scotland) Act 2010, it will build upon the work previously done by NHS Quality Improvement Scotland and the Care Commission. This Communications Strategy is led by, and supports, the Healthcare Improvement Scotland Strategic Plan which describes the following vision, purpose and objectives. 1.1 Vision, purpose, objectives Vision To deliver excellence in improving the quality of the care and experience of every person in Scotland every time they access healthcare. Purpose To support healthcare providers in Scotland to deliver high quality, evidencebased, safe, effective and person-centred care; and to scrutinise those services to provide public assurance about the quality and safety of that care. Objectives Healthcare Improvement Scotland has four strategic objectives. We will: support innovation and improvement in the delivery of high quality healthcare, planned and designed with the patients, their families and the public at the centre of everything we do provide assurance of the safety and quality of healthcare services to the people who use them and to the public in Scotland through risk-based proportionate scrutiny of those services provide authoritative, evidence-based advice and guidance on high quality treatment and care, and best practice in public engagement, and influence national policies to improve the quality of healthcare. 1.1 Integrated cycle of improvement In order to explain how we support improvements in healthcare the organisation has created an integrated cycle of improvement diagram as a simple way of explaining what we do. This will be used as a basis for many of our communications. 5

6 As we are likely to be dealing with a diverse audience group, we have also prepared a summary description of Evidence, Improvement, Scrutiny to describe the cycle. 1.2 Principle of openness and transparency The Communications Strategy is built on the principles of openness and transparency identified in the Healthcare improvement Scotland strategic plan. We will: have the freedom to determine how we work and publish our findings and recommendations have openness and transparency in everything we do demonstrate an open management style, communicating effectively throughout and outwith the organisation, encouraging innovation and adopting positive attitudes; and increase the transparency of our costs and governance arrangements. This approach is reinforced by the Public Services Reform (Scotland) Act 2010 which imposed new duties on public sector organisations to publish information on expenditure (eg external consultancy, hospitality and entertainment, overseas travel and public relations). 6

7 The guiding principle from the Act is to publish as much information as possible and to interpret the publishing duties imposed by Parliament widely rather than narrowly. If in doubt about the precise scope of any of the duties, the presumption will be to publish information rather than not do so. 1.3 Duties of equality The Communications Strategy also embraces our duty under the Single Equality Scheme to make sure that equality, diversity and human rights are considered during the design, development and delivery of all our policies, functions and outputs. 1.4 Shaping our future review and shared services agenda There also exists the impact of the organisation s Shaping our future review and the wider agenda of shared services which could potentially be with NHS special health boards and/or Social Care and Social Work Improvement Scotland. At present we are unaware of the full implications of this context. Until the implementation of the recommendations arising from Shaping our future and any potential efficiencies arising from the shared services discussions are known, we will continue to operate communications activity in as lean and efficient a manner as possible. 1.5 A change in approach The substantive part of Healthcare Improvement Scotland s responsibilities builds on work done by NHS Quality Improvement Scotland. However, there are significant differences for the new organisation: there is an increased role in regulating independent healthcare (previously conducted by the Care Commission) a more proportionate and risk-based approach to scrutiny (in response to the Crerar Review and feedback from NHSScotland) a desire for a more independent confident voice for the organisation (independent of NHSScotland and Scottish Government) a desire for more cohesion in the way the organisation manages its work programme around the integrated cycle of improvement (including the work of the Scottish Health Council, Scottish Intercollegiate Guidelines Network, Healthcare Environment Inspectorate) an increased duty of user focus and consequently a greater responsibility to engage with the public 7

8 the inclusion of elements of the Better Together: Scotland s Patient Experience Programme a new staffing infrastructure to support a new Chair, Chief Executive and Board the inclusion of the Scottish Medicines Consortium (previously supported by NHS Quality Improvement Scotland) who give guidance on the clinical cost effectiveness of newly licensed medicines the inclusion of the Scottish Health Technologies Group (previously supported by NHS Quality Improvement Scotland) who give guidance on clinical cost effectiveness of new technologies. A summary of lessons learnt from previous communications activity conducted by NHS Quality Improvement Scotland is contained in appendix Audiences Consequently, this increased responsibility also means the number and diversity of our stakeholder groups has significantly increased on previous work carried out by NHS Quality Improvement Scotland. a) Healthcare Improvement Scotland staff, board and public representatives involved in our work b) Management and staff in NHS boards c) Management and staff in independent healthcare providers d) Those delivering patient care (to be defined through working with Healthcare Improvement Scotland Programme Leads, Medical Director and Nurse Director) e) The Scottish public patient representative groups and voluntary sector The Scottish media (as a channel to reach the public) f) Other scrutiny bodies and regulators g) Scottish Government Health Directorates (through our sponsors at Scottish Government) h) MSPs in the Scottish Parliament post May 2011 election i) Suppliers j) Pharmaceutical industry (to be further defined by working with Scottish Medicines Consortium) k) Medical equipment manufacturers (to be further defined by working with Scottish Health Technologies Group) l) Potentially, a wider group of independent healthcare providers (e.g. private dentists, those delivering laser eye surgery etc.) 8

9 3. Key communication issues to address From the above, the following summarises the key communications issues the organisation will address through the communications strategy. Healthcare Improvement Scotland is a new organisation and will have to communicate its new name, role and positioning to its various stakeholders, some of whom will not have been familiar with NHS Quality Improvement Scotland and will therefore be new audiences there are an increased number of audiences for Healthcare Improvement Scotland to engage with compared to NHS QIS in particular there is a need to engage the public with appropriate use of language and media which is consistent with other scrutiny bodies Healthcare Improvement Scotland needs to be able to embrace the responsibilities of an organisation that supports and facilitates NHSScotland improvement, and an organisation that is their independent scrutineer the breadth of the organisation s work programme means managing the delivery of clear messages both internally and externally is challenging to control and make effective internally, there are a great number of changes being undertaken (structure, new scrutiny model, matrix working, independent healthcare responsibility, accommodation changes) and, with staff unsure what all these changes mean for them, this can impact how the organisation is explained and represented externally as an organisation which does not deliver front-line care, all communications expenditure and resource comes under increased scrutiny and we need to be able to demonstrate value for money potentially Healthcare Improvement Scotland s role in independent healthcare could substantially increase during the three-year period of the strategy. 4. Communications strategy aims To address the issues above, the following Communication Strategy aims have been developed. 4.1 Establish a clear understanding of who the organisation is and what we do with all stakeholders by April Demonstrate to all stakeholders the value of the organisation and the clear benefits it brings to healthcare in Scotland. 9

10 4.3 Support the impact of Healthcare Improvement Scotland s work by managing clear and effective communications with all identified stakeholders. All of the above will be measured by communications research, which will be conducted with sample groups of external stakeholders in April 2012 (and every 2 years thereafter). Initial research with NHS stakeholders was conducted in April 2010 and this will be used to benchmark, where appropriate, the results for April Ensure staff are fully engaged on the key issues surrounding the organisation. Internal communications research, through an all staff survey in October 2010, will similarly benchmark the results for October To undertake communications work in an efficient way which can demonstrate value for money for both the organisation and the wider public. Measurement to be led by Shaping our future project, and in addition a saving of 10% on non-pay communication unit expenditure will be targeted. 5. Delivering the strategy To deliver the aims above and respond to the key communications issues identified, communications work will be organised into four complementary areas which will each have an Action Plan: corporate communications work programme Communications internal communications, and communications management. 5.1 Corporate communications (responding to aims 4.1 and 4.2) Establish a clear understanding of who the organisation is and what we do with all stakeholders by April Demonstrate to all stakeholders the value of the organisation and the clear benefits it brings to healthcare in Scotland. 10

11 Corporate communications are generic communications which are not work programme specific (eg branding, corporate website, annual report, annual review, etc) Priorities for 2011/2012 a suite of communication tools for staff to use to consistently explain who we are and what we do (eg leaflet, presentation, video, core script, exhibition stands, etc) raising awareness campaign throughout the year of Healthcare Improvement Scotland s role and purpose to all stakeholders (including a series of face to face presentations and briefings with key stakeholder groups see appendix 2 for key dates) disciplined application of the brand and family look so that all our audiences are aware of the new organisation and recognise our brand, this includes inclusion of the brand on SIGN and Scottish Health Council communications new Healthcare Improvement Scotland website launched and invested in throughout the year as a key channel for information about the organisation and our work (this will also save the organisation costs in printing large documents) communications sent to all MSPs on the new organisation and participation in a Scottish Parliament Garden Lobby event media engagement on three fronts: reactive: swift response to all media requests Proactive: seek six opportunities for national media coverage during the course of the year media relationships: maintain effective working relationships with key journalists, in particular health journalists, throughout the year in order to position the organisation as an honest, independent, credible organisation which delivers value for money in improving healthcare quality harnessing the Scottish Health Council local networks to support engagement with public representative groups during the first six months of the year, we will review the potential use of social media in engaging our various audience groups. measurement through electronic based communications research in April

12 5.2 Work programme communications (responding to aim 4.3) Support the impact of Healthcare Improvement Scotland work by managing clear and effective communications with all identified stakeholders. Priorities for deliver a programme of communications for the independent healthcare sector which clearly defines how Healthcare Improvement Scotland will engage with that stakeholder group on the regulation of their healthcare services deliver, with partners, a programme of communications which launches and establishes the Quality Improvement Hub deliver programme of activity to support the communication of the new scrutiny model work with each programme lead to develop a defined programme of communications support which is audience led, responsive to what the identified audiences need, tailors the communication to suit and delivers communications in a managed way for the audience. 5.3 Internal communications (responding to aim 4.4) Ensure staff are fully engaged on the key issues surrounding the organisation. For Healthcare Improvement Scotland to be successful in reaching its corporate and communications objectives, every member of staff and board member needs to be part of and contribute to a consistent approach in how we understand and describe the organisation. What our partners and stakeholders perceive as the Healthcare Improvement Scotland experience is determined by the interaction they have with our staff. Priorities for deliver internal Healthcare Improvement Scotland launch activity in April 2011 support existing and new staff to be consistent and disciplined in the application of the brand, family look and how we describe the new organisation in both internal and external communications support staff in using appropriate internal communications channels 12

13 redevelop four current communications channels to meet requirements identified by staff (ie staff intranet, About Us newsletter, Chief Executive s update and the Communications Diary) work with Staff Engagement Group to deliver a continuous programme of staff engagement as the organisation develops in year 1 create campaign to launch and roll out the new Healthcare Improvement Scotland Staff Charter to help foster a positive staff culture, and support engagement with public representatives involved in our work and ensure they are engaged in the organisation s development. 5.4 Communications management (responding to aim 4.5) To undertake communications work in a way which demonstrates value for money for both the organisation and the wider public. Priorities for implement findings of Shaping our future seek opportunity to input, and then respond to, the shared services agenda and its implications on communications work Review and rationalise all communications management for the various teams in Healthcare improvement Scotland (including Scottish Health Council and SIGN) Establish network of communications support in NHSScotland and other scrutiny bodies (eg graphic design and typesetting) to be used when internal resource is stretched reduce non pay communications costs by 10% 6. Next steps This draft strategy has been initially reviewed by both the Transitions Governance Group and the Healthcare Improvement Scotland shadow board. It is presented to the Healthcare Improvement Scotland board for review and comment. Communication Action Plans have been drafted covering corporate communications, work programme communications, internal communications and communications management alongside the associated resources sought. These Action Plans will now be put through the Executive Team and Finance Team for approval. 13

14 APPENDIX 1: Lessons learnt: NHS Quality Improvement Scotland Communications Print v electronic media From research in April 2010 with NHS stakeholders, we should be less reliant on printed media for large documentation and use electronic media combined with summary printed documents where possible. Media work In media activity, in particular relating to scrutiny work, even positive reports on NHSScotland services are more likely to be presented with negative headlines. The messages can still be conveyed in body copy but headlines do not always present a balanced view. Unless the story is so big it is likely to be covered nationally by all media, there is more success to be had by working with individual health journalists on specific pieces of our work. Exclusivity from the journalists perspective is more likely to correspond with greater coverage. Project work communications Understanding of impact of work is essential for clear communication about our impact and value to healthcare improvement. More work in preparing communications at the beginning of the project leads to greater success in ensuring we successfully communicate a clear message. Communications as a reactive function is less effective in supporting improvements than a supportive proactive role at the beginning of the project. Understanding the organisation We can be a complex organisation to understand (lots of acronyms, component parts, different types of outputs (standards, guidelines, inspections, indicators, best practice statements etc.) There is need for us be able to explain simply what each piece of work means for improved patient care to be able to communicate our value to all audiences. We should not spin Credibility has come from being the honest broker of information and learning. We are at our best when we highlighting the subject matter and improvement rather than being the subject matter. 14

15 APPENDIX 2: Healthcare Improvement Scotland 'roadshow' presentations NHS Strategic Communicators 10 Feb Ken Miller (complete) NHS Chief Executives 15 Mar Frances Elliot (complete) Independent Healthcare Providers NHS Chairs 22 Mar 28 Mar Denise Coia/Susan Brimelow/Jan Warner (complete) Denise Coia/Frances Elliot (complete) Senior Midwives 26 Apr Fiona Dagge-Bell Scottish Partnership Forum 12 May Duncan Service Allied Health Professionals 19 May June Wylie Medical Directors 25 May tbc Brian Robson Area Clinical Forum Chairs 1 Jun tbc Brian Robson/Eileen Moir Nursing Directors 10 Jun tbc Eileen Moir NHS Boards (and SCSWIS Board) Scottish Medicines Consortium Directors of Finance Directors of Public Health and Directors of Planning May 11 - Dec 11 May-Jun 11 tbc May-Jun 11 tbc May-Jun 11 Chair/CEO/Senior Management Team (Letter offering presentations being sent) Denise/Frances (Letter offering presentation being sent) Margo McGurk Denise/Frances (Letter offering presentation being sent) 15