Date: November 2012 Author: Head of Communications and Marketing

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2 Applies to: All Staff Committee for Approval Date of Approval Review Date: Name of Lead Manager Director of Human Resources and Corporate Affairs Version 1 Date: November 2012 Author: Head of Communications and Marketing Page 2 of 21

3 Contents 1. Introduction Background Our Approach to the Communications and Marketing Strategy... 6 i) Brand Management... 7 ii) Internal Communications... 7 iii) External Communications... 8 iv) Crisis and Incident Communications... 8 v) Delivering Quality Services and Value for Money Brand Management Internal Communications The Communications and Marketing Team Managers and Leaders in Communication The role of staff External Communications Stakeholder Engagement Public relations and reputation management Marketing and Business Development Crisis and Incident Communications Delivering Quality Services and Value for Money Delivering Quality Delivering Value for Money Communications and Marketing Governance Structure Wirral Community NHS Trust Board Responsibilities for delivering the Communications and Marketing Strategy Links to other strategies Page 3 of 21

4 1. Introduction Wirral Community NHS Trust s Communications and Marketing Strategy sets out the organisation s approach to the delivery of its vision and strategy through how it communicates with stakeholders and promotes its service and potential. Reputations are hard won and easily lost. Successful organisations recognise the importance of investing and embedding specialist communications skills and resources at the heart of their business. Rapidly building and enhancing our reputation as an outstanding provider of high quality, integrated community care will be a vital component of the Trust s success. This is particularly important as we seek to ensure our commercial viability in a market focused on competition and choice, yet facing significant financial challenges. The Communications and Marketing Strategy sets out how we will communicate and manage relationships with commissioners, customers, patients, members of the public, staff, service providers, and other stakeholders such as local authorities, the media, other NHS and third sector organisations (voluntary, community and faith). It links to our Stakeholder Engagement Plan across how we communicate and engage with our external stakeholders, supported by our Membership Strategy. Page 4 of 21

5 2. Vision and Values As an organisation our vision is to be the outstanding provider of high quality, integrated community care to Wirral and beyond. Our values are: The Trust s vision and values are at the heart of everything we do, and have been developed in partnership with our employees to define our approach to the delivery of our services. Page 5 of 21

6 3. Background Wirral Community NHS Trust is one of a small number of Community Trusts created under the Transforming Community Services agenda. Previously part of NHS Wirral, it separated from the Primary Care Trust in April 2011, to become an NHS Trust in its own right. The majority of the staff working in the Trust transferred from the PCT, and during our first year, we have worked hard to involve staff in creating the Trust s vision, values and identity. We have over 1400 employees in the Trust, with over 85% being patient-facing staff, and 65% being clinical staff. We provide a wide range of clinical services in community settings, and employ doctors, nurses, allied health professionals, technical and support staff. Geographically, staff are widely dispersed, providing services out of community clinics, GP surgeries and patients homes. Providing high quality patient care with understandable and appropriate information is our priority. The importance of the Trust being one of the new wave of Community Trusts cannot be underestimated. It creates an opportunity to establish a different way of working in the NHS, which is much more closely aligned to the needs of the population we serve. It also creates opportunities to deliver new services, for new commissioners, in new locations whilst continuing to enhance and develop our core community healthcare services Communications with our stakeholders happens every day throughout the Trust, by every individual in our organisation. There is a small central Communications and Marketing department of 5 people, delivering both operational and strategic communications and marketing services to the Trust. The team manages both internal and external communications channels and supports services by developing marketing materials and campaigns. In addition, they offer high level professional advice and support the organisation in relation to organisational change, business development and reputation management. In addition, the team manage core communications services regular staff communications channels, media management and internet and intranet development. 4. Our Approach to the Communications and Marketing Strategy Our Communications and Marketing Strategy aims to define the shared approach we will take to managing our reputation and engaging with internal and external stakeholders across our organisation. It recognises that reputation is built on effective two way communications and engagement that creates trust and demonstrates accountability. This Communications and Marketing Strategy supports the Trust s strategic objectives across all strategic themes. The strategy is based on the following principles which will create clarity and consistency of approach across the organisation, whilst building in the flexibility required to adapt and tailor messages for different audiences. These principles fundamentally underpin our brand. Page 6 of 21

7 Our principles for communications are that they should be: Open, honest and accountable: so that information we provide is trusted, people recognise that we learn from mistakes and say sorry when we get it wrong and celebrate when we get it right Inclusive: engaging staff, partners and people that use our services in decision making and service development through two way communication that gains their commitment, support and understanding Timely and relevant: up to date information is provided by the most appropriate person (e.g. clinicians front media issues with communications team support, managers cascade information to staff and make relevant to that specific group), ensuring wherever possible that staff hear first and can act as ambassadors Accurate: the correct information, facts and figures are provided and inaccurate information or coverage is rebutted, including where it has the potential to damage our reputation Accessible: delivered in a format best suited to individuals needs, using plain language and avoiding jargon Consistent: in whatever medium they are delivered, communications always adhere to corporate identity and branding Everybody s business: staff throughout the organisation have a responsibility to ensure communications are effective and contribute towards achieving our strategic objectives The key elements of the strategy are presented under five themes: i) Brand Management Development and consistent application of a strong brand at all levels of the organisation is essential in order to achieve our strategic objectives. Our brand is not merely the visual representation of our logo and strap line, it encapsulates our organisational culture (our vision, strategy, objectives and values what we stand for, believe in and are passionate about). In effect, our branding is our promise to those that fund, use and deliver our services, visually represented through our logo, strap line and corporate templates. It differentiates the Trust in a competitive landscape. ii) Internal Communications Well informed and engaged staff should feel that they contribute to and are part of an organisation which respects and values them, they are the most powerful ambassadors for the Trust; both inside and outside the work place. To fully engage with the organisation it is important that staff recognise the Trusts strategic direction as well (i.e. their future) as well as what is happening day to day within their own service. At the other end of the scale, disengaged or disaffected staff can have a powerful negative impact on the Trust s reputation. Effective, two way, communication is vital to ensure staff feel listened to, that issues they raise are responded to and that messages about how the Trust has responded to staff issues or concerns are shared across the organisation. Corporate functions will play a vital role in engaging with frontline staff and staff and managers play a vital role in keeping themselves informed and facilitating and participating in two way communication. Page 7 of 21

8 iii) External Communications External stakeholders vary greatly. There are a number of complex relationships that the Trust has with external stakeholders. There will be local, regional, national or even international stakeholders and they will want to engage with the Trust to differing degrees. However, to be identified as stakeholders, they all have the opportunity to influence the Trust directly or indirectly. External communications can take many forms but will include : Stakeholder management Patient engagement and information Public relations and reputation management Marketing and business development We will only achieve our strategic objectives by engaging and working in partnership with our key stakeholders. The Stakeholder Engagement Plan defines our key stakeholders and the approach we take to ensuring that they are informed. Progress against the Stakeholder Engagement Plan is reported to Trust Board on a quarterly basis. It is important for us to actively manage our external communication and marketing channels in order to support the Trust s strategic objectives. Stakeholders can have a positive and negative impact on the reputation of the Trust and our approach should be co-ordinated, timely and consistent. iv) Crisis and Incident Communications Communications to stakeholders in a crisis or incident needs to happen in a timely and consistent manner. The Trust has a series of business continuity plans to manage our services during periods of increased demand, reduced capacity or both. These plans can be called into operation at any time throughout the year. In addition, the Trust is an integral part of regional and national NHS incident plans which include providing accurate, timely and consistent local information to the media on both a proactive and reactive basis. v) Delivering Quality Services and Value for Money Delivering quality is at the heart of what we do, and the quality of our services is linked directly to the input and management of the staff providing them. Value for Money (VFM) is essential both to deliver maximum efficiency for commissioners and to ensure we continue to deliver our financial commitments as a Foundation Trust. Each communications and marketing theme is supported by objectives, set out at the end of each section and goals (appendix 1) which will measure the effectiveness of the implementation of our strategy. Page 8 of 21

9 Communications and Marketing Theme 1 - Brand Management This sets out how the development of a strong and recognisable brand can support the Trust s vision and values and deliver against the strategic themes. The consistent application of the Trust brand is key to building and enhancing our reputation as an outstanding provider of high quality, integrated community care and therefore the Trust s success. With increasing competition across the healthcare economy, it is important that stakeholders recognise the provider of their services so that they can make an informed choice about their healthcare and can request the Trust whenever that option is available in their care. A strong brand and identity should: Reinforce the values and personality of the Trust Emphasise the services that the Trust delivers Optimise the benefits of the NHS identity (logo, colour etc) in order to maintain the strength of such a recognisable and trusted brand Enable the development of a consistent and coordinated suite of material Position the Trust as a credible and recognisable provider amongst the competition. It is also important that as the healthcare landscape becomes increasingly competitive the Trust maintains a professional and quality appearance in order to compete against providers with existing strong brands and maintain its position as a provider of choice amongst patients and commissioners. Whilst the Communications and Marketing team will be responsible for managing and developing the brand, it will be the responsibility of all managers and staff across the organisation to ensure its effective application and to highlight areas where improvements should be prioritised in order to optimise our commercial opportunities. The team will be able to provide strategic and tactical advice and support to services in the application of the brand and appropriate language to be used for stakeholders. The following objectives will be pursued to address the areas identified, which will be supported by a detailed Communications and Marketing plan: Communications and Marketing Objectives: Brand Management Ensure consistent and appropriate use of the NHS logo and roll out the new trust brand across the trust services. Implement the brand to help to establish the Trust as a professional, knowledgeable and competent organisation amongst our stakeholders and promote our business and values. Develop identity guidelines and materials to ensure that the brand is correctly, consistently and appropriately applied across the Trust Ensure that branded material is developed, archived and approved in an appropriate and timely manner, adhering to quality and governance requirements. Page 9 of 21

10 Develop any materials based on identified need and consistent with corporate branding, style and language, and appropriate for service or audience requirements (internal and external). Develop appropriate material to support business development activities and to maximise competitive strength Page 10 of 21

11 Communications and Marketing Theme 2 - Internal Communications Effective internal communications ensures that staff, at all levels, know what they need to know to do their job, understand what is happening across the Trust now and in the future and how they can contribute. The Trust has multiple sites and a diverse workforce. Well informed and engaged staff are in important part of the trust achieving its vision. The aim of internal communications is to maintain a two-way flow of key information to encourage high-quality services, teamwork, trust and loyalty, and to help make staff feel valued, motivated and empowered to carry out their jobs to the best of their ability. All communications should be open and honest, timely, accessible and relevant. Every member of staff has an interest in the decisions of the Trust. Our staff care for the people of Wirral every day of the year and get first hand feedback on the services we provide. They may have a multiple relationships with the Trust and can influence the views of other staff, the public, patients and partners on a daily basis through their verbal, written or face-to-face interactions. Staff therefore need to be able to access the right information and tools to help them communicate effectively. Internal stakeholders can be segmented in many ways based on hierarchy, role or location and a range of communications channels need to be used to help engage with them across a variety of messages. Good internal communication will ensure that internal stakeholders understand the role of the trust, its vision and values, aims and objectives and the ways we work. It will also: - Enable staff to do their job to the best of their abilities. - Help develop and sustain support for the Trust s aims and objectives. - Show how internal stakeholders help us achieve our aims and objectives. - Show internal stakeholders that the Trust values their role and contribution. - Contribute to closer understanding, respect and integration. - Promote the involvement of staff in the business of the Trust and increase understanding of organisational plans now and in the future. - Help develop and maintain a strong corporate reputation. - Celebrate our successes and account for our difficulties. - Ensure internal stakeholders know what is expected of them. It is therefore important to develop, manage and maintain a variety of internal communication processes and methods to communicate with staff. A number of key communication channels exist or are in development including: Cascade meetings including Divisional Managers meetings, Directors Briefing, Team meetings Weekly staff e-bulletin Annual staff survey Quarterly Staff Magazine (NEW) Staff Zone staff intranet (NEW) Staff Awards (NEW) Feedback meetings including Staff Council, Joint Forum (with staff side representatives) Page 11 of 21

12 Further direct channels such as events and staff briefing meetings can be used as and when required. We manage over 150 volunteers across the Trust and although not paid members of staff, many are integrated as team members and contribute a vital role within the Trust. They may have multiple stakeholder roles but our Volunteer and Membership Development Manager, along with the relevant service manager is responsible for keeping our volunteers informed as appropriate. The Trust is now faced with a very different operating environment to that which has been in place for many years. Competitive tendering to retain both existing contracts and to win new ones is now part of the Trust s activity. We need to ensure that staff understand the changes, the opportunities and the risks and feel engaged with the process irrespective of whether imminent change affects their service. Our approach to engaging, involving and valuing our staff is therefore vital to our success. Fundamentally, this requires recognition throughout the organisation that communication is everyone s business The Communications and Marketing Team The role of the Communications and Marketing Team in internal communications is to develop, manage and maintain a variety of internal communication processes and channels to facilitate communication with internal stakeholders and to support the internal communication work of colleagues. The team will work closely alongside staff-side representatives and Staff Council to ensure open communication channels and clear opportunities exist to feed into our overall communication structures. The development of a professional communications and marketing team has enabled the Trust to draw on their expertise not only to develop and maintain appropriate channels of communication but also to be able to offer strategic advice to support the Trust through the delivery of the Business Plan and in achieving its vision Managers and Leaders in Communication Communication and engagement is an integral part of any manager and leader s role. Managers are frequently the conduit of information to staff, responsible for making central messages relevant to their team. Managers are responsible for keeping their staff informed by utilising all the communications channels available across the Trust and to cascade information to team as appropriate via team meetings etc The role of staff It is the responsibility of all staff to keep themselves informed of the activities of the wider Trust as well local issues within their team. This helps to create a culture of understanding across the Trust and can ensure that staff have a wider awareness should stakeholder questions be raised at any point. Page 12 of 21

13 Patient care and quality is at the heart of what we do and a variety of communication channels will be used to inform, advise and engage with staff. Some channels are issued direct from the central team and are used as regular communication channel but a direct centrally driven approach may also be used to direct messages to all staff across the Trust, for example, when changes have to be implemented or a message is needed to be circulated quickly. Staff are also encouraged to participate actively in two-way communication. Constructive challenges around improvement to the information or the channels is sought where possible individually or through forums such as Staff Side or Staff Council. The following objectives will be pursued to address the areas identified, which will be supported by a detailed Communications and Marketing plan: Communications and Marketing Objectives: Internal Communication Develop and manage a range of internal communication channels to ensure effective, targeted and timely communication to staff across the Trust (segmenting the audience as appropriate) Engage in two way communication (wherever possible) encouraging, acting upon and feeding back staff suggestions to support the vision and values. Provide advice and guidance (and where necessary tactical support) to managers and staff to help facilitate good communications across the Trust. Promote staff engagement and celebrate staff success Develop an internal communication style across all forms of communication to facilitate recognition and understanding of key organisational messages for all staff across the Trust. Page 13 of 21

14 Communications and Marketing Theme 3 - External Communications The aim of external communications is to effectively manage the flow of information between the Trust and our stakeholders to build a meaningful relationship with them and ensure that they are appropriately informed around the activities and aspirations of the Trust. We can only achieve the strategic objectives of the Trust by engaging and working in partnership with our key stakeholders. Our external stakeholders vary greatly and many can have multiple relationships with us. Our external stakeholders may be local, having detailed information, opinions and influence on a specific issue. They may be regional or national, engaging directly with the Trust. The following list although not exhaustive outlines some of the major groups and individuals we must consider: Patients Members of the public Trust members and governors Commissioners The media Politicians Local, regional and national NHS Organisations Other public sector bodies The third sector It is important for us to actively map and manage our stakeholders in order to deliver effective and consistent communications appropriate to the audience and the message being delivered. Our external stakeholders can have a very powerful direct impact on the organisation and our ability to deliver our vision and values (i.e. commissioners). Additionally, some of these stakeholders can have a very powerful impact on influencing others (i.e. media). Reputations are hard earned and easily lost and managing these relationships can be extremely powerful if the correct methods of communication are used and the correct governance is put in place. We will continue to promote the unique and specialist nature of our services and all that we have to be proud of in terms of improving the quality of life and beneficial outcomes of those that use our services. We will continue to use a range of communications methods to maintain good relations with our various audiences, tailoring the messages and methods of communication appropriately. There are three key ways communicating with external stakeholders: Stakeholder Engagement Engagement with stakeholders has the possibility of securing a wide range of benefits for the Trust, including protecting the Trust s business and future sustainability. If done effectively it can lead to the development of new business opportunities for the Trust. However, if poorly managed, it has the potential to undermine stakeholder relations resulting in mistrust and tension, as well as making the potential of future successful relations much more difficult. Page 14 of 21

15 The Trust has an extensive range of external stakeholders. The Trust s stakeholder map and action plan was refreshed in October 2012 and is contained within the Stakeholder Engagement Plan. Our approach to communicating and engaging with members and governors is outlined in the Membership Strategy. Progress against the Stakeholder Engagement Plan is reported to Trust Board on a quarterly basis Public relations and reputation management Public relations and reputation management can be both a positive and a negative influence on the Trust and our ability to achieve our vision and values. Crucially the traditional media and increasingly social media can be extremely influential in informing other stakeholders and reinforcing and spreading a message sometimes irrespective of its accuracy or authenticity. The Trust should work to maintain positive relations with local media channels to facilitate dissemination of health messages to a wide audience and also to develop a relationship of trust and understanding. Media relations activity will have the following aims. To enhance the reputation of the Trust with the local public as a provider of quality services and as an employer of choice. To raise the profile of the Trust within the wider health sector, focusing on trade publications and trade media, highlighting the delivery of services, the quality, value and expertise of the organisation and our staff. To provide the Executive team with insight into external / local issues affecting the Trust The Communications and Marketing team will support the Trust in managing its reputation, ensuring that media coverage is accurate, fair, balanced and where possible positive. The team will provide support and guidance on identifying and maximising proactive opportunities for positive media coverage. Development of core messages in line with the organisational strategy and specific campaigns will be implemented and used throughout all communications where appropriate. The team will also provide leadership for any reactive issues advising the senior management team and board as appropriate and work with the Strategic Health Authority and other NHS bodies on any serious issues, especially negative ones which are likely to be covered in the local or national press. Digital media is a valuable channel in self-managing public relations messages and managing reputation through an effective Trust website. Additionally, it must be recognised within the strategy that traditional public relations channels also have digital media channels meaning that the response to a story can be immediate as print deadlines become increasingly irrelevant. With the development of portable technology, social and digital media is increasingly becoming a significant influence on an organisations reputation. Social media are primarily internet based tools for sharing and discussing information. It is also a particularly powerful channel to use for certain stakeholders and for certain messages. However, it can also be very destructive of an organisations reputation as messages can achieve wide coverage rapidly and with no basis in fact. Recent legal cases have reinforced the importance of recognising that power of social media and that it is covered by libel law and new legislation. Page 15 of 21

16 Marketing and Business Development Marketing within the Trust takes many forms, from promoting services with the development of literature, advertising and events to social marketing campaigns aimed at changing specific behaviours within a specific target audience. The Communications and Marketing team is also increasingly getting involved with services at the point of identification of new service wants and needs and supporting the bid process from bid development right through to the establishment of the product or service primarily through promotion, advertising and branding. With a professional communications and marketing team, many of the services previously outsourced to agencies are increasingly being managed in-house. The following objectives will be pursued to address the areas identified, which will be supported by a detailed Communications and Marketing plan: External Communication themes: Identifying, mapping and developing appropriate communications channels for stakeholders as identified by the Stakeholder Engagement Plan and the Membership Strategy. Maximising opportunities for building and enhancing the positive reputation of the Trust. Identifying opportunities to maximise positive public relations opportunities to enhance the Trust s reputation Promote and manage corporate events to enhance positive messages and engagement with key stakeholders (Annual General Meeting etc ) Develop corporate literature to meet the reputational and promotional needs of the Trust Develop techniques and materials to support business development and maximise service opportunities Page 16 of 21

17 Communications and Marketing Theme 4 - Crisis and Incident Communications Good communication and reputation management will not negate the need for crisis and incident communications. However, properly managed and with a robust reputation the impact on the organisation can be minimised. Communications to stakeholders in a crisis or incident needs to happen in a timely and consistent manner, with a Directors on-call rota system to ensure that there is always someone available. The Trust has a series of business continuity plans to manage our services during periods of increased demand, reduced capacity or both. These plans can be called into operation at any time throughout the year. In addition, the Trust is an integral part of regional and national NHS incident plans which include providing accurate, timely and consistent local information to the media on both a proactive and reactive basis. The following objectives will be pursued to address the areas identified, which will be supported by a detailed Communications and Marketing plan: Communication and Marketing Objectives: Crisis and Incident Communication Advising and supporting the management team and Directors during any incident by developing key messages and advising stakeholders as appropriate Following any incident plans from the Trust and other NHS or emergency organisations Attending and participating in any incident planning activities and updating the communication response in any plans as necessary. Page 17 of 21

18 Communications and Marketing Theme 5 - Delivering Quality Services and Value for Money Delivering quality, and as part of that Value for Money, is at the heart of what we do. The quality of our services and how we promote them and inform stakeholders is linked directly to the Communications and Marketing Strategy. Value for Money (VFM) is essential both to deliver maximum efficiency for commissioners and to ensure we continue to deliver our financial commitments as an FT. This part of our strategy will set out how we will achieve quality through our Communications and Marketing practices, including promoting quality throughout the organisation and ensuring that services represent the Trust appropriately being mindful of the competitive environment we now operate in and the cost pressures that we operate under. The Communications and Marketing support for services needs to be focussed on providing support across the Trust delivering service plans to support the strategic objectives and prioritise those services most likely to enter the competitive environment soonest. It needs to be based on a professional framework that provides best practice advice, tailored to the needs of the organisation. The structure of the team will continue to remain under review to ensure that a quality service continues to be delivered with the resources available Delivering Quality The Trust s strategy is focussed on delivering high quality services to our patients and service users. The Communications and Marketing team can help to contribute to that through the provision of good quality, fit for purpose materials. Effective communication between our services and our patients ensure that patients know what to expect throughout any visit, procedures can be explained in an appropriate manner and they know how to progress complaints and comments. The Communications and Marketing and the Quality and Governance teams work closely together to promote messages internally and externally through a variety of communications channels (website, intranet, Quality Account etc) and ensure that messages about our performance are appropriately communicated. This close association helps to ensure that material is professionally developed whilst maintaining the clinical and governance rigour required by our assessors. Through a joint working approach we have developed an approach to branding and patient information to ensure that material can be produced, archived and approved in an appropriate and timely manner taking into account the Trust s governance arrangements and committee approval structure Delivering Value for Money Value for money (VFM) across all services in the Trust is a key aim of our Cost Improvement Programme. However, it is essential when delivering VFM that quality is not compromised, and that any changes to materials and communications channels are considered carefully. The implementation of the Trust brand provides us with an opportunity to review the material that we provide to patients. Page 18 of 21

19 The following are considered as part of that review: Is it in the most appropriate format, can it be made electronic or standardised to be used across more than one service Is the information available from a credible third party and we do not need to produce / duplicate Is its production required from commercial or governance reasons How many are they likely to use Who is the information targeted at and how long are they likely to keep is (i.e. cost per use) How will the services use them (postage affects envelope size and cost, local black and white printing templates etc) It is essential that VFM is also considered in relation to Communications and Marketing services (as well as other corporate services). We have already undertaken a review of graphic design and have appointed an in-house graphic designer who is able to undertake the majority of the Trust s branding requirements without the need to incur expensive agency fees. A similar review of the public health marketing requirements and a new position has been created which will be filled imminently, thereby reducing further the reliance on external agencies. Print and production costs across the Trust will also be reviewed to ensure value for money through the procurement process. The following themes will be pursued to achieve the objective of delivering quality service and value for money Communication and Marketing theme: Delivering Quality Services and Value for Money Delivering quality communications to stakeholders and advising managers as appropriate, where changes should be implemented Review production costs to constantly ensure best VFM Page 19 of 21

20 5. Communications and Marketing Governance Structure 5.1. Wirral Community NHS Trust Board Executive Director Lead: Chief Executive The main duties of the Board are to monitor the organisation s reputation and ensure that appropriate action is being taken across all stakeholders Responsibilities for delivering the Communications and Marketing Strategy The Chief Executive has overall accountability for Communications and Marketing issues within Wirral Community NHS Trust and the Board demonstrates commitment through the endorsement of the Strategy. The strategy will be approved by the Board and they will receive quarterly updates on progress and an annual report updating them of progress in relation to the Communications and Marketing Strategy. The Director of Human Resources and Corporate Affairs is responsible for: Leading on the development and implementation of the Communications and Marketing Strategy in the Trust and ensuring the ratification of policies and procedures takes place through the appropriate structures. The Head of Communications and Marketing is responsible for: Leading on the implementation of the Communications and Marketing Plan and to ensure alignment with the Strategy and the Trust s vision. The Trust Secretary is responsible for: Maintaining the Trust s Stakeholder Engagement Plan and the Membership Strategy and ensuring close alignment All Directors and managers are responsible for: Ensuring the aims of the Communications and Marketing strategy is delivered in their teams. 6. Links to other strategies The Communications and Marketing strategy is directly linked to the Human Resources Strategy, Stakeholder Engagement Plan, Patient Experience Strategy, Membership Strategy and the Quality Strategy. Page 20 of 21

21 Appendix 1 Communications and Marketing Goals Goal 100% of clinical services to have a branded service leaflet A minimum of 25 branded patient support leaflets per year (until branding and leaflet review is complete) 100% newly produced patient material archived in line with Quality and Governance requirements Date to be achieved by Reporting Structure Information Source 31 st March 2014 Reported quarterly to Board Communications and Marketing Department 31 st March 2017 Reported quarterly to Board Communications and Marketing Department 31 st March 2014 Reported quarterly to Information Governance Group Communications and Marketing Department 90% employees registered on Staff Zone 31 st December 2013 Reported quarterly to Board WHIS and Communications and Marketing Department A minimum of 6 mini surveys per annum to be conducted to address local issues 85% stakeholder satisfaction with the AGM and Annual Report and Accounts 5% per annum increase in Wirral Community NHS Trust website usage 31 st March 2014 Reported annually to the Education and Workforce Committee Communications and Marketing Department 31 st March 2014 Reported annually to Board Communications and Marketing Department 31 st March 2017 Reported quarterly to Board Communications and Marketing Department Quality Assurance of Data/benchmarking Compliance Audit Compliance Audit Compliance Audit Compliance Audit Compliance Audit Compliance Audit Compliance Audit