MEDIA POLICY Approval Mechanisms for Press Releases

Transcription

1 MEDIA POLICY Approval Mechanisms for Press Releases First Issued Issue Version Revised update to unify procedure across new organisation Planned Review Date April 2011 Named Responsible Officer:- Approved by Date Head of Communications General Policy Group Policy File:- General Policy Impact Assessment Screening Complete Date - Full Impact Assessment Required No No 16 1/12

2 1. Introduction Approval Mechanisms for Press Release and Media Interviews when acting on the Trust s behalf The media is powerful and has the ability to influence our reputation. For this reason alone, it is crucial that good media relations form one of the core principles of our Communications and Engagement Strategy. This is available on NHS Wirral website: plans/ 2. All media must be managed by the communications and engagement directorate. The policy is drawn from the Communications and Engagement Strategy to ensure that the organisation and staff are supported and protected and that timely, accurate and appropriate comments are provided to the media at all times, following an agreed process of approval. This policy sets out an approvals system in place for both proactive and reactive engagement with the media. The procedures to follow regarding media interviews. Any members of staff who intend to contact or are contacted by the media must inform the Communications Department as a first step. The principles involved in this protocol are in line with the general principles of QIPP - which is good value - and in line with SHA guidance. It is worth noting that advance warning of possible media interest in a particular issue can help all those involved to deal more efficiently and proactively with any enquiries. It is also important to say that whilst the media often presents an opportunity for positive coverage, there are times when an apparently harmless enquiry can result in extremely damaging coverage. The importance of establishing the context in which the enquiry is to be set cannot be over emphasised and communications should be managed by the communications team. Staff are also reminded of the agreed process for reporting serious and untoward incidents which may lead to adverse publicity. It is also important that untoward incidents should be submitted to the Governance team. 3. Standards The organisation has signed up to an agreed set of standards. These can be found at: 2/12

3 These include to be open, honest and transparent as well as always providing a timely and accurate information to achieve wherever possible fair and accurate reporting. Ascertain relevant organisation/person in line with the Working Together Protocol (see appendix one). To respond quickly to media inquiries. Being available around the clock, 365 days a year (See out of hours arrangements on p. 5, providing timely and accurate information. To have strong links with media creating a reputation where the PCT is seen as an organisation journalists can come to for comment or advice on health issues, as well as stories that are Wirral specific. Wherever possible, all proactive human interest stories should feature people with informed consent. Any joint media with public or private sector partners should be treated as a partnership in accordance with our Working Together Protocol. It is essential that early on in the project, the communications lead organisation is identified and the approach to media relations agreed. 4. Managing the Media The Director of Communications and Engagement assumes overall responsibility for internal and external communications, including media management at Board level. In addition, the director will be the main point of contact for the Out of Hours contact. This is seldom used and would only be used in an emergency where people s health and safety are put at risk. The Communications function is headed by the Head of Communications, and within the team there are two Senior Managers who have responsibility for day to day management of the media. The Director would liaise directly with a senior communications manager and act as a steer on how to deal and manage the situation in the best was possible and reduce impact and adverse publicity. Out of Hours (OOH) media cover is covered by the Director of Communications and Engagement. 5. Out of Hours (OOH) Executive Directors (other those who participate in supra PCT on-call rotas, Director of Public Health, who participate in a Directors of Public Health oncall-rota) the Deputy Director of Finance, Assistant Director of Capital Projects and Premises Management and Head of Corporate Affairs, will be included in an on-call-rota. The OOH list is made available at the switchboard of main 3/12

4 hospitals i.e. Arrowe Park Hospital, Clatterbridge Hospital and Old Market House. The Director of Communications and Engagement provides Out of Hours media cover, outside normal office hours (i.e. from 5.30pm until 9.00 am) and will make first contact through the main APH switchboard at which time on-call officers will be contacted. Wherever possible, contact should be made with the Senior Communications Manager at NHS Wirral and liaise with the on-call Director. 6. Serious Media Incidents Head of Communications, or a Senior Communications Manager will report serious media incidents to NHS North West, linking with the Serious and Untoward Incident reporting mechanisms. In addition, if the incident is of serious proportion the SHA will be advised through the StEIS (Strategic Executive Information System) incident reporting system. 7. Contacts Linda Danher, Head of Communications Tel: ext (D/L) lin.danher@wirral.nhs.uk Mobile: Phil Rostance, Senior Communications Manager Tel: ext phil.rostance@wirral.nhs.uk Mob: Jane Loughran, Senior Communications Manager Tel: ext jane.loughran@wirral.nhs.uk Mobile: Comms Fax: Out of Hours: Martin McEwan, Director of Communications and Engagement. NHS North West (SHA) - (until April 2012) Cathy Stuart, Assistant Director of Communications NHS North West Tel: M cathy.stuart@northwest.nhs.uk NHS North West Out of Hours contact mobile /12

5 Flowchart Guidance to manage media for NHS staff If media outlet contacts NHS personnel Staff member obtains contact details and informs line Manager and Communications Team Communications Team will seek approval from relevant Director/Chief Executive Senior Communications team deal with all media arrangements Support will be provided i.e. live media interviews and/or in preparation of press release/response Senior Communications Manager will conclude media activity. All media will be monitored and recorded by the Communications team 5/12

6 Key Performance Indicators 1. Level One: written and in place 2. Level Two: KPI: Report to Groups (via Communications Champions) 3. Level Three: Consultation 4. Level Four: Approval: CDG 5. Level Five: Ratified. Please note that it is necessary to reference the in newsletters, bulletins and other internal communication channels. 6/12

7 Appendix One Working Together better partnership across the Wirral health economy including health and social care 1. Introduction Publicly funded organisations have a duty to be accountable and open about their decisions, policies and actions. This protocol is designed to provide guidance and good practice recommendations to ensure effective joint working. Principles To consider partner involvement in our work To provide timely information to enable each partner to contribute To be aware of deadlines To acknowledge our partners role and contribution To respect and preserve user/patient confidentiality at all times 2. Media Protocol In the interest of effective media relations, both proactive and reactive it is recommended that we agree a joint approach to working with the media. Good relations with the media is essential to enable us to protect our reputation and in order for us to be seen as organisations that conduct business in a publicly accountable and transparent way. The purpose of this protocol is to set out the principles, procedures and quality standards which will govern media management for joint initiatives. When we are participating in a joint news release we will follow three basic principles: 1. Our partners role or contribution is clearly stated and the release includes quotes from a relevant member of staff or clinician. The use of logos will need to be agreed and in some cases it may be necessary to use generic logo i.e. NHS or partnership logo? 2. The text of the media release/statement is approved in accordance with the lead organisation s procedures the most appropriate organisation should address the issue and provide statement. 3. The timing and distribution of the news release/statement will be agreed by all parties at drafting stage before final sign off within set deadlines. 7/12

8 3. Standards The protocol is designed to ensure that: Our dealings with the media should be open and honest and handled promptly and efficiently by those who are best qualified to provide the response Partner organisations should not be compromised in any way by media interest or pressure Partner organisations should avoid any conflicting interests when initiatives are being promoted or queries answered Opportunities to promote partnership working are maximised An agreed approval process will alleviate the risk of delayed/confused responses to the media which can result in unbalanced coverage of a story. Examples of joint media work could include: Launching campaigns Providing a statement on a incident Reducing drug or alcohol related crime Promoting and publicising services The launch of any care and support networks Arranging photo calls Promoting free health activities in Wirral (e.g. cycle routes, walks, leisure centres) Writing a feature article on people in care/special needs pupils/older people Developing links with key press office contacts in each of the organisations we work alongside is essential. By engaging with these colleagues we can understand their role and responsibilities and establish how we can help each other gain maximum positive media exposure. 4. Information sharing There is a lot of information to be gained and shared by forging relationships with other press offices in the region: Media contacts Sharing experience with other press office staff means we can informally source the best possible media contacts, and therefore more effectively target 8/12

9 media releases. By gathering information about journalists we can further develop our own relationships with them and avoid potential pitfalls. Horizon planning By meeting or speaking with press office colleagues we can explore the potential of future projects/campaigns that dovetail and thus plan to share resources and expertise. This is particularly pertinent with media campaigns. Joint media releases We can establish if there is potential for joint media releases, photo calls and PR opportunities. Resources A good working relationship with other press offices makes sharing resources easier and quicker; for example logos, photography and contacts. Guidelines can be established on the use of such resources and there will be less chance of them being breached. Editorial opportunities Public sector organisations have a statutory obligation to communicate with, and inform, the public. Many issue monthly or quarterly newsletters or magazines to residents of Wirral. Some, such as Wirral Council, issue publications to all residents. Others send them to targeted audiences. This presents an opportunity for partners to reach new audiences by opening up editorial space; for example, free swimming lessons from the Council or an alcohol reduction campaign by the Police could be promoted and disseminated in NHS Wirral s publications and vice versa. 5. Media releases and photo calls Many cross-working opportunities arise within the public sector. Communications staff should recognise these opportunities and include quotes, comments and information from partners. Early contact with partners will allow sufficient time for their involvement. Each organisation should follow their sign-off procedure. This will be respected in any dealings for production of joint media involvement. When providing quotes or factual information it is up to each organisation to independently sign off their contributions. The lead organisation will have final sign off once partners contributions have been approved. There should be robust procedures in place to ensure all changes are shared and approved across all of the organisations. 9/12

10 Joint spokespeople should be established before a media release is issued. Contact details on the media release should be agreed by all partners. It is up to the lead organisation to distribute the media release, in consultation with partners who can advise on suitable contacts. 6. Media statements Where it is necessary to involve a partner organisation in a reactive media statement, the partner s communications team must be informed in the first instance. There needs to be consistent messages from the partner organisations to ensure messages are consistent and united. There must be regular liaison between each organisation s leads on what information has been sourced and how soon approval can be achieved. Each organisation should follow their own sign-off procedure for individual quotes/information gathering but the joint statement must be agreed by senior representatives from both organisations. Whichever organisation fielded the initial call from the media will be responsible for issuing the response. 7. Broadcast Before issuing any joint media work a delegated broadcast must be agreed by all parties. spokesperson Any unexpected broadcast requests regarding a joint initiative must be shared with all partners and a collective decision must be made on deciding the most appropriate spokesperson. 8. Press conferences A press conference is a useful way of explaining a major, more complicated story to journalists or updating them on long-running issues. Press conferences should be arranged jointly where there is an issue concerning both parties. Representatives from partners can be consulted and invited to attend if it is felt their contribution would add gravitas, expertise or persuasiveness to the conference. 9. Visits from dignitaries and high profile guests 10/12

11 Partners should be notified of any high-profile visits if it is felt the PR generated could benefit them. For example, a visit by the Minister of Public Health would benefit both the PCT and Council. Partner support/involvement in the visit should be sought if deemed necessary by lead organisation. If the visit is to a service which is on a site that does not belong to the service provider organisation early notification should be provided to the Chief Executive and Communications Lead. 10. Public forums, consultations and events Joint public meetings, consultations and events need a delegated communications project lead to coordinate media and communications work (e.g. press invitations and accreditation, press packs, photography, publicity). The project leader should be established by senior representatives from both organisations. 11. Emergency planning and business continuity The relevant strategic emergency planning procedure should be adhered to. This contains arrangements for agencies press officers to deal with the media in response to an emergency and aligns to each organisation s major incident plan. 12. Award submissions Many award schemes formally recognise partnership working; others offer more subtle opportunities to demonstrate a commitment to partnerships. When entering an award, partnership involvement in the submission must be considered. If there has been an element of partnership working then the partner must be consulted and if appropriate, asked for any contributions or advice they may have. Joint award scheme submissions are often stronger entries. Working with partners means a different angle may be identified, there is more information sharing and there are more resources to dedicate to the submission. The role of each partner should be clearly defined before any submission, for example, who attends the ceremony, branding, who leads on follow-up promotional work. 13. Consultations 11/12

12 Partners should be notified if a consultation presents an area of overlap (eg older people s healthcare concerns both NHS Wirral and Wirral Council). Findings from consultations that are contentious, potentially damaging or going to be promoted in the media should be shared with partners. 14. Parliamentary briefings Partners should alert colleagues to a parliamentary briefing request. Input from partners should be sought if there is an area of business overlap or joint concern. Sign off will be from the organisation originally contacted. Out of courtesy, the briefing response should be circulated to partners before it is issued to parliament. Partners to the protocol: 12/12