Our Communications and Engagement Strategic Plan. (Supported by our Stakeholder Engagement Plan)

Transcription

1 Our Communications and Engagement Strategic Plan (( (Supported by our Stakeholder Engagement Plan)

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3 Table of contents Foreword Page 1 Section 0ne: Introduction Page 2 Section Two: Key Strategic Outcomes Page 3 Section Three: The Methods We Will Use Page 3 Section Four: The Evidence of Achievement Page 5 Section Five: Roles, Responsibilities and Accountabilities Page 8 Appendix A: Questions and Answers Page 10

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5 Foreword East Cheshire Trust is an ambitious organisation. We are ambitious for the people we serve - we want them to experience high quality health care services. We are ambitious for our staff - we want them to have every opportunity to develop their knowledge and skills. We are committed to building and maintaining a healthy organisation capable of delivering high quality healthcare for our communities. We have strong and purposeful leadership from the Board, supported by committed partners and dedicated and talented staff. Our Communications and Engagement Strategic Plan sets out how we will capitalise on these assets, to ensure the way in which we communicate and engage is effective and used to the maximum benefit. We will ensure our communication and engagement is open and transparent. We will develop innovative ways of engaging with our stakeholders and seek their views on how best this is achieved. We will ensure that we always involve harder to reach communities and groups. The way we communicate and engage with patients, the public, clinicians and other partners (i.e. all of our stakeholder groups) is critical in helping us to deliver the challenges outlined in our Clinical Strategy. In particular during times of change, it is important that we obtain the views of patients, the public, clinicians and partners when making decisions about how we prioritise the use of resources. This document outlines how we intend to proactively communicate and engage. John Wilbraham Chief Executive Julie Green Director of Corporate Affairs and Governance 1 P a g e

6 Section One: Introduction Our Clinical Strategy outlines that we are committed to quality, it is at the core of everything we do. Effective communications and engagement will support the Trust to: Improve the patient experience Improve staff satisfaction with the delivery of the service Improve health outcomes Increase our service efficiency Increase our market share In setting out our values the Board has emphasised that: We embrace the views of our patients, public and partners in decision making We ensure partner organisations are working with us (and us with them) to shared goals delivering improved health and wellbeing We foster good communication between partners with clarity about shared roles in relation to health We create a climate of understanding with respect for individual organisational roles and responsibilities Our staff promote and own our values which is demonstrated through an excellent patient experience We are committed to continuingly learn this includes asking our stakeholders to provide feedback so we can improve. This strategic plan outlines: Our key strategic outcomes for communications and engagement The methods we will use The evidence of achievement Roles, responsibilities and our accountabilities As explained in the Forward of this strategic plan, it is vital that we maintain communications with our stakeholders, and this is particularly important during times of change. This allows us to obtain the views of our stakeholders when making decisions about how we give priority to our resources. There are many ways we will achieve this through quantitative data received. We also recognise that a rich source of feedback is provided through qualitative data which we capture informally through general conversations, walkabouts and engagement events. 2 P a g e

7 Outlined in both our Quality Strategy and Nursing and Allied Health Professionals Strategy is our commitment to the six C s, 1 one of which is about successful communication. Roles Section and Two: Responsibilities Key Strategic - our Outcomes Accountabilities Taking account of the four principles we have considered five key strategic outcomes for communications and engagement, and these will be our priority headings. These will assist us to demonstrate effective communication and engagement of Transformation and working in partnership through the Healthier Together Programme. The key strategic outcomes are: 1. Promote achievements of our staff and services to stakeholders 2. Safeguard the reputation of the organisation 3. Fulfil mandatory and contractual requirements 4. Be innovative and creative using available technology to enhance communication and engagement 5. Be responsive to the diverse needs of our stakeholders Chapter Three: The methods we will use We are committed to ensure that we have a range of methods to communicate and engage with our stakeholders in line with diverse requirements. Section five providers an overview of the different methods we will use to achieve our strategic outcomes. Each of our strategies and plans will be supported by a communications and engagement plan on a page which will outline: 1) Key messages 2) Communication tools which will be used e.g: stakeholder workshop clinical forums meetings/forums public meetings one to one meetings media digital displays (including notice boards) DVDs written/printed 1 Care, Compassion, Competence, Communication, Courage and Commitment. 3 P a g e

8 3) Engagement process from development to feedback within a timeframe development pre-engagement engagement post engagement assessment Feedback 4) Any stakeholder groups that will be involved in the communication and engagement Our business cases will be supported by a simple summary which will outline: 1) The proposed business case at a glace 2) Overview of all options (including why things cannot stay as they are) 3) Key features of each option benefits why specific options may not be of benefit 4) The fixed points which will not change whichever option goes forward 5) The financial analysis of each option including capital, revenue savings (costs) Other general delivery modes which will aid our communications and engagement: Information Technologies Latest social media - currently Twitter, Facebook etc. Governance Structure Chief Executive s Blog Senior Leadership Forum Memorandums of Understanding and partnership/information sharing agreements) Advertising Promotional media Board Walkabouts Face to Face meetings Focus Group, Forums Web-based communications Development of a Corporate Calendar of Events Ward Know How We are Doing Boards Team Briefs Media Staff Matters Matron s bulletins and other specific bulletins Proactive management of our Membership Annual Reports 4 P a g e

9 Section Four: The Evidence of Achievement Evaluation of Effectiveness We want to know if we have achieved and made improvements. Below identifies priorities we will focus on over the next four years. We will publish two documents each year which will outline and evaluate our achievements, these are our Annual Report and Accounts and our Quality Account. Each year as we review our strategic direction we will ensure that the priorities for communication and engagement are aligned. This will be evidenced through the production of our Annual Business Plan. Throughout the year the Board and committees will receive progress reports on our achievements and performance and will share this with all our stakeholders so they understand how we are doing. During the coming years will focus on a number of priorities these will support us in achieving our strategic outcomes: Table 1 SMART Priorities Priorities Promote achievements of our staff and services to Stakeholders 100% Ward areas will have Know How We are Doing Boards which are updated monthly Publication of the Annual Report and Accounts within agreed timescales Publication of the Quality Account in line with agreed timescales Include achievements in monthly reports to Board via the Chief Executive Report Safeguard the reputation of the organisation Produce 3 proactive press releases per month and promote with Media Zero complaints regarding communications relating to 5 P a g e

10 Priorities clinical care. (Quality strategy priority) 100% of staff identified in the training needs analysis will undertake appropriate communication skills training to improve patient/client communication at basic and intermediate levels, supporting achievement of zero complaints in relation to poor communication linked to patient care. (Quality strategy priority) Monthly reports to Trust Board relating to any concerns including, serious incidents and complaints, rule 43 reports and never events. 100% compliance with Care Quality Commission Outcomes Board and Stakeholders will receive assurance that we have achieved all key performance standards Board and Stakeholders receive assurance that we have achieved year on year improvement in the National Staff Survey relating to engagement with staff to ensure we benchmark in the national top 20% (measured national indicator) and by baseline Exceed Board and Stakeholders receive assurance that there we have Achieved year on year improvement in the National Patient Survey on indicators relating to information and communication baseline Year on year improvement of local real-time patient surveys baseline 100% positive feedback from LINks and going forward Healthwatch from enter and view inspections All recruitment will include an element relating to the 6 P a g e

11 Priorities values of the organisation All Job Descriptions of Leaders will include specific reference to upholding the values of the organisation and acting as a role model Fulfil Mandatory and Contractual requirements 100% uploading of corporate information on the website and forwarding to external stakeholders in line with statutory and contractual requirements 100% compliance with consultation and engagement requirements as identified by the Overview and Scrutiny committee Undertake National Patient and Staff Surveys and inform stakeholders of outcomes Increase number of Membership each year to achieve 100% of trajectory expected Produce a development Plan for Governors in line with best practice (Foundation Trust Governors Association) Bench mark Be innovative and creative using available technology to enhance communication and engagement Year on Year reduction in the use of paper, due to increase use of technology and reduction in associated paper costs baseline Year on Year increase in the number of younger members/volunteers to bring new ideas of how we communicate and engage with younger people Respond to the Diverse needs of stakeholders in the way we communicate and engage 7 P a g e

12 Priorities 100% achieving in the Equality Delivery Scheme across all areas 10% increase in the number of Volunteers year on year Section Five: Roles, Responsibilities and Accountabilities The Trust Board The Trust Board sets the vision and values (the culture) of the organisation and agrees strategic objectives including strategic outcomes for communications and engagement via this plan. The Board has approved a governance structure which demonstrates leadership, partnership and collaborative working which supports integration and joint working with partners. All committees have terms of reference which include reporting requirements and key committees can be located within the Corporate Governance Manual accessed via the Trust s website. As we achieve Foundation Trust Status we will ensure that the role of Governors is recognised within our structures to further enhance engagement and communication with all stakeholders. The Board communicates information about its decisions and how these decisions are made through the governance structure, providing a robust mechanism which offers assurance to patients, the public, clinicians and other stakeholders. Board Meetings are held in public and minutes and papers are accessible via the Trust s website: Through our Corporate Governance Manual 2 the Board has agreed who is accountable so there is clarity about the functions they have delegated. Title Chief Executive Responsibility The Chief Executive is the Accountable Officer of the Trust and as such, has overall accountability and responsibility for ensuring we meet our statutory and legal requirements and adhere to 2 This manual includes our Standing Order (Board Policies), Our Financial Instructions and agrees what the Board will delegate and who will be responsible. 8 P a g e

13 Title Deputy Chief Executive/Director of Strategy Director of Corporate Affairs and Governance Executive Directors Clinical Directors/Associate Directors Managers All Staff Corporate Communications and Engagement Team Responsibility guidance issued by the Department of Health. This responsibility encompasses communications and engagement. The Chief Executive has delegated accountability for the delivery of the Communications and Engagement to the Director of Corporate Affairs and Governance. In the absence of the Chief Executive the Deputy Chief Executive will assume overall accountability and will ensure that strategic partnerships are developed and communicated in line with the Trust s clinical strategy and five year integrated business plan. Will work closely with the Chair, Chief Executive, Executive Directors to implement and maintain the communications and engagement plan in line with the priorities of the transformational workstreams. Will ensure Business Groups and/or Corporate functions they lead, develop and implement innovative communications and engagement plans for their areas of service. Will role model effective communications and engagement, ensuring that messages are consistent and responded to proactively. Will ensure communications and engagement is effectively implemented within across their services. Will ensure key message are understood, communicated to colleagues and promoted externally. As our finest ambassadors they will at all times uphold the values of the organisation. Have a responsibility to raise concerns and seek clarification when required, recognizing that communication and engagement is a two way process. Will provide advice and professional guidance in respect of communications and engagement and identify modern technologies and best practice development in these areas. They will support the Business Groups and Corporate Functions deliver their responsibilities. Will produce corporate reports relating to patient experience and engagement. Manage press releases including proactive publications and ensure the website is updated and an effective mechanism for two way communication. 9 P a g e

14 Appendix A: Questions and Answers Q Have we had a communication and engagement plan before? A Yes. However this has been reviewed to taking account of our clinical strategy. Q Why do we need a communications and engagement plan? A The trust wants to ensure that we have systems and processes in place to engage and communicate with all our stakeholders. This will ensure that we understand what is important to you, so that we are informed when making our decisions. Q What will it mean for patients? A Q A Q A Q A You will be able to see the different ways which we can communicate with you to improve our services. We know we don t always get things right and we want to be open with you and share the changes we have made to improve. What will it mean for staff? We will support staff in understanding what is expected of them and ensure that systems and processes are in place to support the development of essential knowledge and skills in communications and engagement. How will we know you have achieved what you said you would? We will publish an Annual Report and a Quality Account annually on the progress we have made against identified priorities in the plan. How can I get involved? By ing your comments to ecn-tr.yourvoice@nhs.net 10 P a g e

15 Term Explanation East Cheshire NHS Trust Trust Headquarters Macclesfield District General Hospital Victoria Road Macclesfield Cheshire SK10 3BL Copyright East Cheshire NHS Trust, P a g e