Communication and Engagement Strategy

Transcription

1 Communication and Engagement Strategy Version: Version 4 Approved by: Director Group Date approved: 3 December 2014 Ratified by: Date ratified: Name of originator/author: Claire Warner, Head of Communication and Engagement Name of responsible task group: Date issued: 1 December 2014 Review date: 1 December 2017 Contents Page 1! of 23!

2 1. Executive Summary / Introduction Aims and Principles of Delivery Scope and Context Service and Function Analysis Planned Developments Financials Environmental Management Business Continuity and Resilience Risk Monitoring, Review and Governance Associated Documentation Appendices: Appendix 1: Risk Assessment Appendix 2: Equality Impact Assessment Appendix 3: Glossary of Terms Page 2! of 23!

3 Trust Strategy Foreword South Western Ambulance Service NHS Foundation Trust (SWASFT) has a number of specific corporate responsibilities and obligations relating to patient safety and staff wellbeing. All Trust strategies need to appropriately include these. Health and Safety - SWASFT will, so far as is reasonably practicable, act in accordance with the Health and Safety at Work etc. Act 1974, the Management of Health and Safety at Work Regulations 1999 and associated legislation and approved codes of practice. It will provide and maintain, so far as is reasonable, a working environment for employees which is safe, without risks to health, with adequate facilities and arrangements for health at work. SWASFT employees are expected to observe Trust policy and support the maintenance of a safe and healthy workplace. Risk Management - SWASFT will maintain good risk management arrangements by all managers and staff by encouraging the active identification of risks, and eliminating those risks or reducing them to the lowest level that is reasonably practicable through appropriate control mechanisms. This is to ensure harm, damage and potential losses are avoided or minimized, and the continuing provision of high quality services to patients, stakeholders, employees and the public. SWASFT employees are expected to support the identification of risk by reporting adverse incidents or near misses through the Trust webbased incident reporting system. Equality Act 2010 and the Public Sector Equality Duty - SWASFT will act in accordance with the Equality Act 2010, which bans unfair treatment and helps achieve equal opportunities in the workplace. The Equality Duty has three aims, requiring public bodies to have due regard to: eliminating unlawful discrimination, harassment, victimization and any other conduct prohibited by the Act; advancing equality of opportunity between people who share a protected characteristic and people who do not share it; and fostering good relations between people who share a protected characteristic and people who do not share it. SWASFT employees are expected to observe Trust policy and the maintenance of a fair and equitable workplace. NHS Constitution - SWASFT will adhere to the principles within the NHS Constitution including: the rights to which patients, public and staff are entitled; the pledges which the NHS is committed to uphold; and the duties which public, patients and staff owe to one another to ensure the NHS operates fairly and effectively. SWASFT employees are expected to understand and uphold the duties set out in the Constitution. Code of Conduct and Conflict of Interest Policy - The Trust Code of Conduct for Staff and its Conflict of Interest and Anti-Bribery policies set out the expectations of the Trust in respect of staff behaviour. SWASFT employees are expected to observe the principles of the Code of Conduct and these policies by declaring any gifts received or potential conflicts of interest in a timely manner, and upholding the Trust zero-tolerance to bribery. Information Governance - SWASFT recognises that its records and information must managed, handled and protected in accordance with the requirements of the Data Protection Act 1998 and other legislation, not only to serve its business needs, but also to support the provision of highest quality patient care and ensure individual s rights in respect of their personal data are observed. SWASFT employees are expected to respect their contact with personal or sensitive information and protect it in line with Trust policy. Page 3! of 23!

4 1. Executive Summary / Introduction 1.1 The purpose of this document is to set out the Trust s strategy for communicating and engaging with its stakeholders. The Communication and Engagement Strategy has been developed to directly support the delivery of the Trust s four strategic goals and will follow the programme of work set out in the Integrated Business Plan 2014/15 to 2018/19. The strategy sets a new direction and new way of working for the Trust s communication and engagement function, focusing on support for identified programmes of work, planned developments and other significant projects, as well as developing and delivering new high profile media campaigns in support of agreed strategic messages. A stronger focus on engagement, brand positioning, PR and marketing is required to support the Trust to effectively deliver an increasing range of urgent and emergency care services across a wide geographical area. The Communication and Engagement Strategy sets out how we will map all of our key stakeholders and engage with them across the Trust in a coordinated and planned way. The new ways of working outlined in this strategy will complement the more traditional functions undertaken by the department (press office, reputation management, public events, publications etc.) and as such an analysis of capability and capacity has been undertaken. The results of this analysis are outlined in later in this document. 2. Aims and Principles of Delivery 2.1. By implementing this strategy, the following aims will be achieved: Support the delivery of the Trust s strategic goals Support the delivery of the Integrated Business Plan 2014/15 to 2018/19 Support the Trust to improve its commercial positioning and offering Improve the Trust s brand and market positioning for the urgent care market Raise the profile and reputation of the Trust through a series of planned promotional high profile media campaigns Establish and manage effective relationships with key stakeholders Support the Trust to become the employer of choice in the South West 3. Scope and Context 3.1 The Trust is operating in the context of wide scale NHS reforms that are having, and will continue to have, a significant impact on the future structure and business of the organisation. Changes to the commissioning landscape are impacting on the delivery of emergency and urgent care services. The Trust is responding to this changing landscape by positioning itself as an organisation that is playing a leading role in transforming emergency and urgent care services. The Communication and Engagement Strategy supports the Trust in delivering this transformation by Page 4! of 23!

5 adopting a new approach based on a series of agreed work programmes and high profile media campaigns to promote the changing direction and the work of the Trust. 3.2 It is important that our patients, the public and other stakeholders understand what these changes mean for them. The Communications and Engagement Strategy will provide a framework for informing stakeholders of the changes, gaining their acceptance and understanding and, ultimately, improving the quality of care delivered to the population of the South West. The communication and engagement team is committed to working closely with the patient experience team to ensure a joined up approach to our engagement with patients, learning from their feedback and communicating the changes we make as a result. 3.3 A series of work programmes has been developed to support the delivery of this strategy. Each work programme supports the key services delivered by the Trust as well as key developments, key messages and current and planned activities. Each work programme consists of a wide variety of communication and engagement activities, with a focus on high profile public and media campaigns. Examples of the work programmes are set out in section These work programmes align closely with the work of the business development team and support the need to position the Trust in a growing market place. Market research, detailed stakeholder analysis, market positioning and new business management have not traditionally been undertaken by the communication and engagement team. There is therefore an identified skills and capability gap highlighted by this strategy in section This new approach requires the communications and engagement function within the Trust to evolve further so that it incorporates a more outward-facing approach to reaching its stakeholders in a more proactive way. The team must move to deliver ever more positive messaging to internal and external stakeholders, including a renewed focus on a proactive relationship with the media. 3.6 Stakeholder engagement is a critical part of developing and delivering the Trust s business. Understanding the needs of commissioners as well as the competitive marketplace is vital to the Trust winning new business and maintaining existing contracts. 3.7 In order to make most effective use of stakeholder relationships held across the Trust, there needs to be an integrated and coordinated approach to capture and respond to all stakeholder intelligence and activity. This will be best addressed by the introduction of a bespoke database owned and managed by the communication and engagement team. This will enable the Trust to capture and interrogate comprehensive feedback from all contact points with commissioners and other key stakeholders across the Trust s service lines and geography. Exploratory work is underway to identify the most appropriate solution that will provide access to all key members of Trust staff to input, update and retrieve information from a wide range of meetings and other sources. 3.8 The Trust is an integral part of the local health and social care community as well as the wider NHS and ambulance service. As such, many of the programmes of work undertaken by the communication and engagement function are multi-agency Page 5! of 23!

6 initiatives, both at a local, regional and national level. The Communication and Engagement Strategy includes these multi-agency initiatives in its work programme. 3.9 This Strategy has been developed in the context of the PESTEL impact assessment: Context Implications Political A general election in 2015 is likely to impact on NHS policy nationally as well as the Trust s relationship with MPs in the South West. The communication and engagement team is responsible for managing these relationships and will need to anticipate and respond to opportunities and issues raised by MPs as part of their election campaign, whilst remaining non-political. Economic The communication and engagement function must support the Trust as it positions itself as a leading organisation in transforming emergency and urgent care services. The team has an important role to help improve the Trust s commercial positioning and offering. Potential changes to service contracts across the Trust area will have a significant impact on the Trust s financial status as well as its reputation. The communication and engagement function has a key role to play in managing the Trust s reputation, communicating changes to services and supporting staff through these changes. The current economic climate is likely to impact on funding available from commissioners and national bodies. This will mean that funding for national or multi-agency campaigns will almost certainly be reduced and the communication function will need to focus on internal funding for promotional campaigns. The communication and engagement function will continue to offer best value for money for the Trust in line with the reduction in the available financial envelope. Social The social and demographic profile of the South West will have a greater impact on the Trust than other areas, particularly in relation to an ageing population living in predominantly rural areas. The communication and engagement function will need to continue to target audiences to ensure access to information and services is equitable. Technological Significant advances in technology provide the Trust with the opportunity to be leaders in innovation. The communication and engagement function will continue to promote the Trust s new technology projects, whilst developing its own use of technology in the communication and engagement arena to ensure best practice and access for all. Environmental The NHS responsibilities for reducing carbon emissions provide the Trust with opportunities to engage with the public around service developments. The communication and engagement function will continue to contribute to the Trust s environmental policies, raising awareness amongst staff and encouraging action across the Trust. Legal Compliance with the NHS Constitution, the NHS Act, the Data Protection Act, the Freedom of Information Act and the Equality Act all give opportunities to promote The Trust. The communication and engagement team will continue to deliver its responsibilities in this regard, including the Annual Report and Accounts and the Quality Account. The team will continue to work closely with Information Governance to manage the media and reputation impact of FOIs. As the Trust moves into a more commercial marketplace it will need to develop clear messages that describe its position, aims and offerings, whilst clearly adhering to commercial law and not mis-selling the organisation. Page 6! of 23!

7 Context cont. Trust Strategic Goals The Trust commits to placing the patient at the heart of everything it does and this strategy is intended to strengthen and support patient services particularly in relation to: Functions/ Departments Strategic Objectives Implications cont. The Communication and Engagement Strategy has been designed to directly support the delivery of all four strategic goals: 1. Safe, clinically appropriate responses 2. Right people, right skills, right values 3. 24/7 emergency and urgent care 4. Creating organisational strength The communication and engagement function is responsible for delivering a number of statutory requirements, including the Annual Report and Accounts and the Quality Account. 4. Service and Function Analysis 1. The communication and engagement function is led by the Head of Communication and Engagement, who currently reports directly to the Chief Executive. 2. The remit of the team covers a wide range of communication and engagement activities: Media relations, including press office function and 24/7 on-call Public relations and reputation management Internal communications Management of the website and intranet Online and social media Publications, including the annual report, training manuals and weekly bulletin Graphic design Brand management PPI, including event management MP and stakeholder liaison Governor and membership management, including elections 3. This is delivered by a team comprising the following roles: Head of Communications and Engagement Communications Managers x 2 Web Officer Design Officer Design Apprentice PPI Lead MP and Stakeholder Business Manager (part-time) Trust Board Secretary (until 1 April 2015) CoG and Membership Administrator (part-time) PPI Event Administrator Receptionist 4. In planning the delivery of the Communication and Engagement Strategy, the following gaps in capability and capacity have been identified: Page 7! of 23!

8 Marketing including brand development, market research, stakeholder analysis and impact analysis (capability) Management of a comprehensive stakeholder database (capacity) 5. The communication and engagement team is currently operating at full capacity. In order to deliver effective support to business development and implement high quality communication and engagement during the mobilisation, launch and maintenance of new contracts, other work programmes are currently being downgraded or postponed. In order to continue to deliver the full range of campaigns across the Trust s geography and service lines, additional capability and capacity is required. The introduction of a marketing role to undertake the requirements set out in section 3.4 in terms of business development would enable the team to deliver the full range of proactive campaigns and work programmes across the Trust. The recruitment of a Director of Marketing role is underway to achieve this. Key Performance Indicators 6. The following objectives have been designed to monitor the delivery of the Communication and Engagement Strategy: i. To raise the profile and reputation of the Trust through the delivery of a series of planned high profile promotional campaigns (as set out in the table at section 5.1 of this strategy) ii. To improve the Trust s relationship with the local, regional and national media, resulting in greater positive news coverage for the Trust iii. To develop, deliver and maintain a bespoke stakeholder database to manage iv. and maintain effective relationships with commissioners and key stakeholders To manage and maintain effective relationships with commissioners and key stakeholders v. To improve communication and engagement with staff so that staff feel informed, valued and act as ambassadors for the Trust 7. The following measures will be used to monitor these objectives on a quarterly basis: i. Delivery of each work programme set out in section 5.1 ii. Demonstrable increase in positive news coverage above current baseline iii. Delivery of a bespoke stakeholder database iv. Improved relationships with commissioners and key stakeholders, measured by the increase in interactions and a reduction in negative comments and complaints v. Demonstrable increase in communication and engagement with staff across the Trust above current baseline, including new online channels, more focussed messaging and more face-to-face meetings 8. In addition to this, the key performance indicators set out in the Communication and Engagement Annual Accountability Agreement are monitored on a quarterly basis. 5. Planned Developments Page 8! of 23!

9 Current activity is driven in response to service demand. In future, communication and engagement will be far more closely aligned to delivery of SWAST s four strategic goals as set out in the diagrams below. Page 9! of 23!

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11 Strategic Goal 1 Safe, clinically appropriate responses Strategic Goal 2 Right people, right skills, right values Strategic Goal 3 24/7 emergency and urgent care Patient Experience Learning from what people say about us. Linking closely with the Patient Experience Strategy to encourage feedback and learning that improves our services and our reputation. Making best use of feedback: promoting the Friends and Family Test, promoting You Said, We Did, bringing patient stories to life (plaudits and Patient Opinion), listening to social media and online discussions, learning from the Staff Survey, learning from plaudits (by topic and by station). Much of this will be delivered by the Patient Experience team and will link to the work of the Communication and Engagement team. Internal Communications Promoting the vision, values and goals of SWASFT. Providing all staff with clear messages to support a positive and proactive culture of One Trust. Promoting two-way communication with staff: station visits, Chief Executive s forum, webinars, Twitter, Facebook, team brief, chatrooms, rumour buster, staff suggestion scheme etc. Working with staff to promote SWASFT: supporting participation in media and promotional activity as the face of the Trust. Promoting the work of staff through recognition and awards. Stakeholder Engagement Changing the way we talk to people. Making it easy for people to talk to us: providing nominated leads for key stakeholders (MPs, CCGs, HOSCs, Health & Wellbeing Boards, Healthwatch etc.). Listening to feedback: responding to enquiries and keeping stakeholders informed on all our key services. Building relationships: developing links with new stakeholders, including staff, patients, clinicians, Members and the public. Supporting Governors in their role to link with members and the public. Outcome of this work We learn from and respond to feedback Outcome of this work Staff feel informed and act as ambassadors for SWASFT Outcome of this work We have strong relationships with all our stakeholders Patient Experience: Learning from what people say about us. The outcome will be: We learn from and respond to feedback, improving our services, our reputation an Page 11! of! 23

12 Our audiences We will hear from our patients, their family and friends, our staff and members of the public. We will re learning through our staff, our Members, our Governors, our digital channels and the media. Our key messages We want to hear about your experiences. We will value your feedback and will follow up where approp tell us and we will share that learning widely. Our channels We will offer a wide range of channels to help you to talk to us, including: Patient Opinion Friends and Family Test (plus Staff Friends and Family Test) Social media National Staff Survey and staff forums Patient experience surveys and healthcare professional surveys Telephone us, us, write to us or contact us online or via social media Plaudits, compliments and complaints We will work closely with the patient experience team to share our learning and respond to feedback i Bringing patient stories to life through short films online, articles, social media and promotional Promoting You Said, We Did internally through the intranet, the weekly bulletin and SWASFT Internal Communications: Promoting the vision, values and goals of SWASFT. The outcome will be: Staff feel informed, valued and act as ambassadors for SWASFT. Page 12! of 23!

13 Our audiences Our audience is our staff. This includes our volunteers and our Governors. We will encourage effectiv out the ambitious strategic direction of the Trust and supports a positive and proactive culture of One Our key messages Our key messages will promote our Mission, Vision, Values and Strategic Goals. Our key messages w innovate and deliver high quality services to patients and our ambition to develop a positive, dynamic messages will inform staff of the strategic focus for the Trust, namely: From Prevention to Interventio Time ; 1 Number, 1 Referral, 1 Outcome ; Local Service, Regional Resilience. Our channels We will communicate with our staff using a wide range of channels to suit their needs, always ensurin mechanisms are in place: Station visits, paid staff meetings, induction and training sessions Chief Executive s forum, chatrooms, webinars, staff suggestion scheme and rumour buster Social media (including staff-only social media), intranet and Trust website Team brief, Chief Executive s weekly bulletin and local staff newsletters National Staff Survey, Staff Friends and Family Test, healthcare professional surveys and staff We will listen to and involve staff in key decisions to ensure that staff feel informed, valued and are ab SWASFT: We will encourage staff to participate in task and finish groups and forum debates on particular Stakeholder Engagement: Changing the way we talk to people. The outcome will be: We have strong relationships with all our stakeholders. Page 13! of 23!

14 Our audiences Anyone who has contact with SWASFT is a stakeholder. As a priority, we have identified key stakehol and maintaining strong relationships with these groups. These are our commissioners, local MPs, loca Committees, local Health and Wellbeing Boards, local Healthwatch groups and influential local clinica Our key messages We will make it easy for our key stakeholders to talk to us. We will be approachable, open and honest to better understand who we are and what we do and will work closely with them to deliver high qualit listen to feedback, respond to enquiries and keep our stakeholders informed on all our key services a Our channels We will make it easy for our key stakeholders to talk to us, by providing nominated leads within the Tru clear and relevant, and signposting to further contacts or information. In addition to social media, pres Regularly attend stakeholder meetings, providing information as required, presentations and up Routinely invite key stakeholders to visit SWASFT and see what we do first hand Provide regular reports and data at a local level on specific issues and work programmes, such Contribute to stakeholders own communication tools, such as local Healthwatch newsletters an We will continue to build on the relationships that we have already developed with our key stakeholde mutually supportive relationships from which opportunities may arise, such as: Joint working Business development External Communication: Promoting the work of SWASFT. The outcome will be: SWASFT has an excellent reputation. Page 14! of 23!

15 Our audiences In its broadest sense, the general public is the main audience for our external communication, in parti West. However, when promoting the work of SWASFT, each campaign will consider its specific target patients, Members, visitors to the South West, political stakeholders, clinical colleagues, staff and the Our key messages Whilst our overall aim is to raise the profile of the Trust, protect our reputation and promote what we d specific messages designed to reach particular audience groups. Examples include: 999 service what we do and what we don t do ( Do I look like a taxi?, Keep the line free for m NHS 111 raise awareness and understanding of the service to staff, patients and stakeholder Right Care 2 raise awareness and understanding with stakeholders, promote to our commissio staff and patients Our channels We have a wide range of communication tools available. However, each campaign will be designed to appropriate tools for the target audiences. Examples include: 999 service use of our fleet for visual messages; social media and media campaigns; open da stakeholders; NHS 111 short promotional films online; social media messaging; take home and keep merch and leaflets in pharmacies, EDs and GP surgeries CFR recruitment bus and bus stop advertising; social media and media campaigns; promotion groups, Parish Councils and community outlets in areas of demand Page 15! of 23!

16 Planning Assumptions 5.1. The Communication and Engagement Strategy will be delivered through a series of work programmes and targeted campaigns. Some of the major work programmes currently in plan or underway are set out in the table below: Emergency services Appropriate use of 999 Urgent care services Business development HR and recruitment Right Care 2 OOH Cornwall NHS 111 recruitment Winter planning NHS 111 Devon Paramedic recruitment Defib roll out NHS 111 Cornwall Recruitment website Community responders recruitment and retention ARC mobile treatment centre Airways 2 OOH Gloucestershire OOH Cornwall Tiverton Urgent Care Centre IM&T epcr Estates HART building New Bristol station Acuma House Developments 5.2. A significant number of proactive campaigns are planned as part of the strategy. The Trust will adopt a new bold approach to developing campaigns with striking, eye-catching visuals that are supported by messages designed to reach identified target audiences. A range of suitable channels will be identified depending on the campaign audience. These will include a focus on social media and traditional media activity as well as other suitable channels. Examples may include bus stop and bus advertising in target areas for the Community First Responders recruitment campaign and radio advertising for the NHS 111 campaign. Planned campaigns currently include: 999 and when to use it ( Do I look like taxi?, Keep the line free for me.) NHS 111 what it is and when to use it Defibrillators awareness raising of benefits and launches of new sites Community First Responders awareness raising and recruitment Greater promotion of SWASFT in the media across the north division Promotion of SWASFT in terms of business and commercial development opportunities (including branding and engagement opportunities) 5.3 Marketing role In order for the Trust to respond to the changing landscape and position itself as a key player in the urgent and emergency care landscape, there is a need for a more commercial marketing function to support business development. To achieve a commercial advantage, a greater understanding of the market, including market research, detailed stakeholder analysis, market positioning and new business Page 16! of 23!

17 management are required. These have not traditionally been undertaken by the communication and engagement team and are identified as a gap in capability. The introduction of a marketing role to undertake the requirements set out in section 3.4 in terms of business development would enable the team to deliver the full range of proactive campaigns and work programmes across the Trust. The recruitment of a Director of Marketing role is underway to achieve this. 5.4 Stakeholder mapping For the Trust to deliver the programme of work set out in the Integrated Business Plan and position itself as a leading organisation in the delivery of emergency and urgent care services, it is critical that our relationships with our key stakeholders, in particular our commissioners, are developed and maintained. In order to deliver planned, timely and relevant communications and engagement, we need to map our stakeholders. There are three main cohorts of stakeholders identified in the table below. The shaded areas highlight those critical stakeholders that currently receive greatest focus: Internal Stakeholders Health and Social Care Community Trust Board Monitor Patients Staff CQC Governors Trade union representatives Commissioners CCGs, CSU and LATs Volunteers Clinical contacts MPs Emergency services police, fire and rescue, coastguard, air ambulance and Environment Agency Healthwatch Other regulatory bodies External Stakeholders FT Members Local Government Councillors, HOSCs, Health and Wellbeing Boards etc. Media Members of the public 5.5 There needs to be some acknowledgement that whilst stakeholders may be managed predominantly through the communication and engagement function, these relationships exist and are managed across the Trust. Many other functions and colleagues across the Trust need to have effective relationships with key stakeholders. In order to make most effective use of stakeholder relationships held across the Trust, there needs to be an integrated and co-ordinated approach to capture and respond to all stakeholder intelligence and activity. This will be best addressed by the introduction of a comprehensive bespoke database, which will enable the Trust to capture and interrogate comprehensive feedback from all contact points with commissioners and other key stakeholders across the Trust s service lines and geography. Exploratory work is underway to identify the most appropriate solution that will provide access to all key members of Trust staff to input, update and retrieve information from a wide range of meetings and other sources. Page 17! of 23!

18 6. Financials 6.1. The communication and engagement budget will deliver the non-pay elements of the strategy. However, there may also be some opportunities for income generation to be identified in future (such as income from TV series) It is anticipated that the design and implementation of the bespoke stakeholder database can be achieved within the existing budget, although final costings have yet to be agreed In order to address the capability gaps outlined in section 5.3 above, additional funding for a Director of Marketing role has been agreed by Directors. 7. Environmental Management 7.1. The Trust acknowledges that its activities and operations have an effect on the local, regional and global environment. To minimise the impact of this effect the Trust is committed to making continual improvements in environmental performance and preventing pollution. In making this commitment the Trust will aim to meet the requirements of current environmental regulations, laws and codes of practice as a minimum standard The Head of Communication and Engagement chairs the Environmental Management Group on behalf of the Chief Executive and as such maintains an overview of the Trust s strategic approach to sustainability. 8. Business Continuity and Resilience 8.1. The communication and engagement function plays an important role in the Trust s business continuity and resilience plans, routinely participating in multi-agency exercises. A business continuity plan that covers all critical functions of the communication and engagement department has recently been approved and will be regularly reviewed via the Business Continuity Steering Group The communication and engagement function provides 24-hour on-call cover for media handling of ongoing and major incidents. 9. Risk 9.1. Appendix 1 sets out the risk assessment for this Strategy. It identifies five key risks, with associated controls and risk ratings, and additional actions that will be taken to reduce the level of risk where appropriate. This risk assessment will be reviewed annually to ensure it remains current and key risks will be addressed within individual business cases for service developments in order to reduce the likelihood of them materialising. Page 18! of 23!

19 10. Monitoring, Review and Governance The Head of Communication and Engagement will be responsible for monitoring and implementing the strategy. The Head of Communication and Engagement reports directly to the Chief Executive Monitoring of delivery of the strategy will be undertaken at the quarterly Planning and Performance Meetings. Delivery of the detailed work programmes within the strategy will be monitored by the various Programme Boards responsible for overall delivery of each programme or project. 11. Associated Documentation The Communications and Engagement Strategy will be delivered in collaboration with other relevant documents including: Integrated Business Plan 2014/15 to 2018/19 (IBP2) Patient Experience Strategy Membership Strategy IM&T Strategy (including Information Governance) HR and recruitment strategies NHS Constitution Page 19! of 23!

20 ! Appendix 1: Risk Assessment Subject! (Details of task / operation being assessed) Directorate Department / Function Risk Assessor s Generic Risk Assessment Na Claire Form Management of Health and Safety meat Work Warner Regulations 1999 : Communication and Engagement Function Others involved: Communication and Engagement Communication and Engagement Assessment Date: Date of Last Assessment: Review Date: 29 October February October 2015 N o Description of Hazard Existing controls Risk Rating Likelihood x Consequen ce (Use matrix below) Furt her cont rol requi red Y/N Revis ed Risk Ratin g 1 Damage to Trust s reputation 24/7 media management Media relations management Stakeholder relations management Proactive public relations function 16 N 16 2 Governance and compliance failures Trust Board Secretary function 12 N 12 3 Staffing capacity, including on-call staffing Cross-cover arrangements enable interdependencies Training to support cross-cover arrangements Departmental business continuity plan 12 N 12 4 Systems failures, including website/intranet Off-site back-up systems Departmental business continuity plan 9 N 9 Consequen ce / Impact Rare 1 Unlik ely 2 Likelihood Possib le 3 Likely 4 Negligible Low Moderate Almo st Certai n 5 Low Risk Moderate Risk Likelihood x Consequence Action - Continue but review periodically to ensure control measures remain effective Action - Continue but implement additional reasonably practicable controls where possible and monitor regularly Page 20! of 23!

21 Communication and Engagement Strategy Significan t Catastrop hic Significan t Risk Action -Identify new controls. Activity must not proceed until risks are reduced to a low or moderate level Page 21! of 23!

22 Appendix 2: Equality Impact Screen and Analysis Page 22! of 23!

23 Appendix 3: Glossary of Terms A & E Board of Directors CIP Commissioning DH Executive Directors NHS FT Governance I & E KPI NHS OOH PPI RRV SWASFT SWOT Analysis UCS Accident and Emergency The Board of Directors is the executive body responsible for the operational management and conduct of an NHS Foundation Trust/NHS Trust. Cost Improvement Programmes A continuous cycle of activities that underpins and delivers on the overall strategic plan for healthcare provision and health improvement of the population. These activities include stakeholders agreeing and specifying services to be delivered over the long term through partnership working, as well as contract negotiation, target setting, incentives and monitoring. Department of Health The Executive Directors are senior employees of the NHS Foundation Trust who sit on the Board of Directors and will include the Chief Executive and Finance Director. Executive Directors have decision-making powers and a defined set of responsibilities thus playing a key role in the day to day running of the organisation. NHS Foundation Trust Governance arrangements are the rules that govern the internal conduct of an organisation by defining the roles and responsibilities of key offices/ groups and the relationship between them, as well as the process for due decision making and the internal accountability arrangements. Income and Expenditure Key Performance Indicator National Health Service Out of Hours Patient and public involvement Rapid Response Vehicles South Western Ambulance Service NHS Foundation Trust Is a methodology used to aid Strategic Planning. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Urgent Care Services Page 23! of 23!