COMMUNICATION AND ENGAGEMENT STRATEGY

Transcription

1 COMMUNICATION AND ENGAGEMENT STRATEGY NWAS Communication and Engagement Strategy Page: 1 Of 20

2 Recommended by Approved by Approval date Version number V0.5 DRAFT Review date Responsible Director/Senior Manager For Use By All Trust employees This document can be made available in alternative formats on request. Please contact the Associate Director, Strategic on NWAS Communication and Engagement Strategy Page: 2 Of 20

3 1. INTRODUCTION This document sets out the strategic direction for the marketing communications, engagement and involvement activities of North West Ambulance Service NHS Trust (NWAS) for the period 2015 to NWAS is one of the biggest ambulance services in the country and as a key service provider, has a number of stakeholders with whom it needs to have effective relationships in order to deliver the Trust s vision and strategic aims. This strategy will directly support the Trust in delivering its five year plan from Good to Great and in particular in realising its vision of delivering the right care, at the right time and in the right place for all patients. A key driver for the strategy is to close the gap between the public perception and expectation of the ambulance service and what its future offer and service model looks like. Effective two-way communication with the public and patients, staff and partners will improve the services NWAS provides, strengthen our reputation and achieve mutual understanding of our goals and the needs of our patients and staff. NWAS embraces a commitment to listening to and involving communities, their representatives and others, in the way we plan and provide our services. The strategy s aims and objectives reflect the principles of the NHS Five Year Forward View and the changes it lays out. This strategy s key aim is to ensure good communication and engagement put patients at the heart of the organisation and supports the delivery of excellent care for its communities. 2. SCOPE The strategy covers the Trust s strategic approach to communication and engagement with all key stakeholders in particular patients and the public, staff, partners, members, volunteers, political influencers and statutory organisations. It is supported by the Communication and Engagement Team who provide the full marketing communications mix, press office, public and staff engagement, as well as wider manager and staff involvement to support elements of the strategy. The strategy is delivered via annual business plans which are monitored by the Executive Management Team, Workforce and Communities Committee and Board of Directors. It underpins the delivery of the Five Year Integrated Business Plan and Annual Plans 3. BACKGROUND AND CONTEXT We believe that we have significantly improved the way that we communicate with our communities over the last few years, in spite of the high number of stakeholders and the size and spread of the area that we serve. Effective engagement can be a challenge and this strategy explores innovative and efficient ways to engage and listen with as wide a group of stakeholders as possible. NWAS Communication and Engagement Strategy Page: 3 Of 20

4 The way in which services are provided by the ambulance service have and will continue to change, to meet demand and to ensure patients receive the right response for their needs. This is relevant for all service areas the Trust provides, emergency, urgent care including NHS 111 and patient transport services. It is essential that all stakeholders understand the services provided and have an opportunity to have their say in how these are developed and improved. The changing landscape of the NHS means that communication and engagement is now even more critical to ensure that all stakeholders are aware of, and understand how the Trust provides services. The Francis report (February 2013) clearly outlines the absolutely essential need for organisations to put patients at the heart of its services and listen to the views of patients and staff in order to deliver the very best standards of care. The NHS Constitution establishes the principles and values of the NHS. It includes staff pledges, which state what the NHS expects from its staff and what staff can expect from the NHS. We view this as part of our commitment to being a good employer, making our staff feeling valued. NWAS will ensure that all engagement activities comply with the underlying principles of the Constitution. The Trust has a duty under the Health and Social Care Act 2006 to involve and consult with patients and the public in the way it develops and designs services. This strategy describes our approach to involvement, participation and consultation. With the introduction of the Duty of Candour it is very important that trusts are as open and transparent with the public as possible, when appropriate to do so. 4. WHERE ARE WE NOW? 4.1 ACHIEVEMENTS The Trust has developed a robust communication and engagement function since its inception in 2006 and has demonstrated year on year delivery of the objectives set for community and stakeholder engagement. The section below summarises the current positon. Public and Patient Engagement The Trust has delivered a number of successful marketing communication and engagement initiatives including its very successful Team 999 campaign which has become a household name in the Trust and has demonstrated high levels of awareness externally. The campaign has been shortlisted and won a number of high profile awards, demonstrating its creativity and particularly its social media impact. An engagement programme was launched during 2014 to engage with staff and external stakeholders on the Trust s five year plan and its vision to go from Good to Great. The vision and goals set out in the plan took into account feedback from staff and an extensive communication programme with stakeholders and the public was undertaken to explain the Trust s future plans and to seek feedback on how this could be realised. NWAS Communication and Engagement Strategy Page: 4 Of 20

5 The Trust launched a campaign to promote awareness of its Patient Transport Service in January 2015 which has been received very well and highlights who is eligible for the service and what quality standards they can expect. There has been positive progress with the Membership Development Strategy and NWAS met its public membership trajectory on time and in readiness to elect the Trust s Council of Governors. The Trust is now preparing to be a Foundation Trust during 2015 following a successful pilot CQC inspection in 2014, and this strategy aims to reflect the requirements of communication and engagement within a Foundation Trust environment. The Trust has delivered a Communities Strategy to demonstrate its commitment to engaging and listening to the voice of communities and how we contribute to the sustainability and public health agendas. Strong links have been forged with many community groups, statutory bodies such as Healthwatch and Overview and Scrutiny Committees (OSCs), commissioner and health and social care partners as well as Health and Wellbeing Boards in the region. The Trust undertakes stakeholder mapping at Board and operational levels to ensure we continue to have mutual two way relationships with all key stakeholders. New Media A key highlight for the Trust has been its social media presence; this has gone from strength to strength and has seen steady increases in followers with active engagement and creative content. The Trust at time of writing has 17,000 Twitter followers and 8,500 Facebook likes. In a recent publication assessing social media in the NHS commissioned by NHS Providers, the Trust s Twitter account was ranked sixth out of the top 50 NHS organisations for Twitter influence. Patient Experience and Service Improvement The use of CQUIN monies (the payment reward for continuous quality improvement and innovation) in the last few years has enabled the Trust to develop an innovative patient experience programme with the challenge now to embed this work throughout the organisation. A recent project included the application of behaviour change and social marketing techniques to influence when care homes should contact 999 for patients who fall in their care, leading to a new training programme to manage patients needs better. The Trust was successful in winning two Family and Friends Test Pathfinder bids which were delivered successfully and influenced the content of the national Family and Friends Guidance. The Trust was an early implementer for the new guidance and has implemented methods for patients to give feedback as near to real time as possible. The Trust has delivered a successful patient experience programme over the last few years and is recognised as an innovator and leader in this field for ambulance trusts. NWAS Communication and Engagement Strategy Page: 5 Of 20

6 Staff Engagement The Trust recognises the importance of staff engagement and has put in place a number of methods to ensure staff receive regular information, can provide feedback and are consulted on key service issues. The Chief Executive hosts regular interactive start of year events to talk to staff about the year ahead and future plans as well as issuing a personal message to staff every month. The Trust has a successful staff suggestion scheme which has seen a number of ideas implemented and are recognised at the Trust s annual GEM awards. The GEM awards celebrate staff who that go the extra mile for their patients, colleagues and organisation. Media Relations The Team has shown effective handling strategies and media relations during times of crisis and major incidents, demonstrating experience and resilience in terms of public warning and informing as well as managing public confidence in the Trust brand. A national media profile of the organisation has been created with excellent partnership working with BBC and other partners to showcase the work of the organisation and to help raise awareness of ambulance issues. The Trust was also one of the key resilience partners in the major national interoperability exercise held in Liverpool in These achievements have been as a result of a culmination of work delivered by the Trust s communication and engagement strategy and demonstrate the commitment to engagement and innovation. 4.2 CHALLENGES AND OPPORTUNITIES As part of its business planning process, the Trust has undertaken a comprehensive environmental and situational analysis. The communication challenges and opportunities outlined below reflect the key issues identified. In terms of the challenges that are faced, the need for strengthened communications in a changing environment is always important and ensuring that this is done in the most cost effective and appropriate way. By the nature of the Trust s business, it enjoys a high media profile and maintaining public confidence is a high priority. The high levels of demand is a particular challenge and there is a gap between public perception of what they expect from the ambulance service and the reality of what the future offer will be to ensure patients get the most appropriate response to their needs. Only 10% of calls to the ambulance service are deemed life threatening, this doesn t mean the other 90% are not appropriate calls but what it does mean is that they don t necessarily need a blue light ambulance in 8 minutes and a trip to hospital. Better alternative care to meet their needs could include telephone advice, referral to other services or attendance by a paramedic and treated on scene. NWAS Communication and Engagement Strategy Page: 6 Of 20

7 The Trust is changing its service model to ensure it meets patient needs and fits with the proposals of the Keogh Emergency and Urgent Care Review, working in partnership with NHS and social care colleagues to deliver care for patients with urgent care needs. The Trust recently bid for the NHS 111 service contract which it has been delivering successfully as stability partner since October The Trust will need to ensure a robust marketing strategy going forward to continue to build confidence in the service and its integral part of urgent care. The Trust operates patient transport services in four of the five counties of the North West and has worked hard with the public and their representatives to ensure the service meets their needs and they can feedback any issues. This work will continue with the new GoPTS campaign launched in January 2015 to ensure NWAS remains as the provider of choice for the PTS service. As already referenced the level of interest in NHS performance and standards of care is high and maintaining public confidence and ensuring transparency will need to be at the root of all communication and engagement activity. The large footprint covered by NWAS will always present a challenge for effective stakeholder engagement and public involvement and, although the Trust has risen to the challenge very well, developing a district level engagement framework, increased levels of engagement and understanding are required across a number of external stakeholder groups. In terms of staff engagement and internal communications, good progress has been made to increase the level of staff engagement but more is needed to have a constant barometer of staff morale and views. Exploring the use of technology to support a mobile workforce will require investment and effective management but will be an enabler for improving staff communications. The capacity and capability of the Team will require assessment to ensure we continue to provide effective support to the Communication and Engagement Strategy whilst acknowledging the need to do things differently in order to work more efficiently. Following the corporate services review, the team has been reduced but has been consolidated to work more effectively from one site. 5. TRUST VISION AND AIMS The Trust s vision is to deliver the right care, at the right time and in the right place for the patients who access its service. In order to achieve this, the Trust has set out its five year plan to go from Good to Great and has identified six strategic goals: Three compliance goals: Finance meet all our financial duties Quality NWAS Communication and Engagement Strategy Page: 7 Of 20

8 meet and exceed national and local quality standards including CQC compliance Performance achieve all national, local and contractual performance targets and cost improvement programme targets Three value goals: Deliver Safe Care Closer to Home Patients, by definition, are either ill or injured and we need to make sure that they receive the best possible care from us whether that is face to face from an emergency crew, support from PTS staff in being able to attend appointments and continue their treatment, helpful advice from the urgent care desk or NHS 111 or treatment from a GP via a pathway scheme. A Great Place to Work When people join NWAS, they tend to stay. Our staff turnover is well below the national average for both ambulance services and the NHS as a whole so we are well on the way to achieving this aim. Recently, we have seen national recognition in the Investors in People Gold award, one of a handful of organisations to achieve this accolade, and we have become an Investors in People Champion; as well as being recognised for our commitment for staff who work as reservists in the armed forces. We want to look at how we can make staff feel empowered, supported in the decisions they make, give them the confidence to make those decisions, how we can improve engagement and their health and wellbeing. Cause No Harm Patient and staff safety must be at the heart of everything we do. The public come to us in need and look to us for our help and compassion. Thankfully, a patient coming to harm while under the care of NWAS is a rare occurrence but it does happen and we must seek ways to minimise the risk as much as possible. Underpinning the aims there are a number of corporate objectives. The communication and engagement strategy will support delivery of the objectives. The Trust provides the following functions: Paramedic Emergency Service (PES) Patient Transport Service (PTS) Urgent Care and NHS 111 Emergency Preparedness and Resilience They are supported by a number of corporate service teams including, Patient Experience, Organisational Development, IM&T, Finance and Quality. NWAS Communication and Engagement Strategy Page: 8 Of 20

9 5.1 VISION AND AIMS - KEY MESSAGES It is important to be clear what the key messages are that we want to communicate to our stakeholders and engage with them to influence our strategic direction. To realise its vision the Trust has adopted the NHS Culture of Caring values: Working together for patients Respect and dignity Commitment to quality of care Compassion Improving lives Everyone counts To support delivery of the vision, strategic goals and values, the following key messages have been developed: Strategic Goal Achieving our national and local quality standards Achieving our national and local performance standards Key Messages Key Message 1: A patient focussed organisation High quality patient care is at the forefront of everything we do We are committed to meeting and exceeding national and local quality standards We actively seek patient feedback to improve the services we provide Key Message 2: An organisation that delivers its performance standards efficiently, with high quality We deliver a high quality and responsive emergency service and for those who need an emergency ambulance, we are getting to more and more patients faster than ever before We are strengthening our non-emergency patient transport services to become a market leader and provider of choice As stability partner for NHS 111 we have built confidence in a service which can offer patients excellent help for their urgent care needs We deliver an immediate and effective response to every major emergency in the North West of England Meeting our financial duties Key Message 3: We provide value for money and make best use of taxpayers money, making financial decisions in a socially responsible manner. The challenging financial climate and changes in the NHS mean that effective communication and engagement is more critical than ever. We will make the necessary efficiency savings whilst protecting our NWAS Communication and Engagement Strategy Page: 9 Of 20

10 front line services The Trust has been assessed as an efficient well-managed organisation, meets all its CQC requirements and has a strong financial record. A Great Place to Work Key Message 4: A good employer We have, and continue to develop, a highly skilled and trained workforce We are an employer of choice for professionals pursuing a rewarding career With a highly skilled and trained workforce delivering a complex and demand service the Trust was awarded the Investors in People Gold Award, the first ambulance trust to achieve this. The Trust is committed to the health and wellbeing of its employees and invests in initiatives to support this. Care Closer to Home Key Message 5: Delivering the right care, at the right time and in the right place. There is more to the ambulance service than a trip to hospital patients may be referred via a number of pathways following a 999 call Demand on ambulance services is growing, we need to work differently with our partners to provide urgent and emergency care which meets their needs and provides care at the right time and in the right place We work in partnership with our communities and commissioners to develop integrated healthcare services and promote health and wellbeing. NWAS is the organisation best positioned to provide urgent care for the North West. Cause no Harm Key Message 6: A listening and responsive organisation We have an open and transparent approach to engaging with all stakeholders We aspire to be the safest ambulance service in the country We are responsive to the diverse cultural and geographical needs of the communities we serve We want patients and the public to possess the tools and information in order to choose well when using health services and to stay safe and healthy in doing so. NWAS Communication and Engagement Strategy Page: 10 Of 20

11 The language and content of the messages will be adapted to reflect the views and needs of stakeholders. 6. STRATEGIC APPROACH 6.1 PRINCIPLES All corporate communication activities will reflect the Trust s values and the following principles: An emphasis on two way communication mechanisms and relationship management Information which is clear, accurate, consistent and uses appropriate language Dialogue is respectful and constructive and engagement delivered in partnership with commissioners, health care providers and other stakeholders wherever possible Timely communications with our staff in advance of other stakeholders, wherever possible Open and honest communication that demonstrates the Trust s accountability to its stakeholders that reflect the needs of patients, the public and our staff Adherence to the duties outlined under the Civil Contingencies Act (2004) Promoting improved health outcomes and reducing inequality Communication and engagement activities which demonstrate value for money. All communications will comply with legislation in terms of the Data Protection Act 1998, Freedom of Information Act 2000 and equality and diversity legislation. Any promotional work will be done in accordance with the Department of Health s Code of Practice for promotion of NHS services, published March FRAMEWORK The framework for communication and engagement outlined overleaf is based on the Department of Health Strengthening Accountability Toolkit. It ensures the Trust engagement activities are on a wide spectrum ranging from providing information, obtaining feedback and building relationships to working in partnership - making sure it is appropriate to stakeholder needs and that the right strategic approach is being employed to meet the Trust objectives. The annual plans will provide the detail in terms of each audience, the approach and activities required. NWAS Communication and Engagement Strategy Page: 11 Of 20

12 Minimum involvement Maximum involvement Giving Information Feedback Dialogue Partnership Supporting and promoting Trust priorities and key messages Awareness raising Informs priorities Monitoring performance Assessing quality and expectations Deciding priorities Building relationships Forums Consulting and involving Delivering priorities Designing services Networks, membership, Council, volunteers Learning and service improvement Eg. Leaflets, events, press releases, web copy Eg. surveys, compliments Eg. stakeholder meetings, online forums, social media, consultation events Eg. Joint campaigns, service redesign, community engagement Higher numbers involved Lower numbers involved 7. STAKEHOLDERS Stakeholder mapping is used as a continual tool to identify all key stakeholders and their current relationship with the Trust. It is recognised that relationships with stakeholders will evolve and change depending on a wide range of factors both local and national. Regular assessment and review of the current state of our relationships with stakeholders will ensure this is constantly being improved on. This strategy groups the stakeholders into three key areas: INTERNAL STAKEHOLDERS These include all staff groups managers trade union representatives staff governors SERVICE USERS AND THE PUBLIC These include patients and callers general population of the North West who are our potential patients NWAS Communication and Engagement Strategy Page: 12 Of 20

13 community groups public governors and public members volunteers EXTERNAL STAKEHOLDERS These include a wide range of stakeholders as follows: NHS England and area teams Clinical Commissioning Groups and Clinical Support Units Health Overview and Scrutiny committees Members of Parliament and local councillors Healthwatch Statutory bodies and regulators including Monitor, Trust Development Authority and Care Quality Commission Health Education England and Public Health England Clinical and urgent care networks Partner Organisations including stakeholders within NHS trusts, emergency services, voluntary aid organisations and charities Media representatives 8. HOW WILL WE DELIVER THIS STRATEGY? The strategic approach will be to consolidate existing communication and engagement practices whilst developing new communication initiatives to support the delivery of the five year Good to Great business plan and has set out a number of communication and engagement aims: Service users and potential users will have improved understanding, and will be meaningfully engaged and involved in service design, to improve quality and patient experience Patients, the public and their representatives will know what to expect from the ambulance service and have high levels of confidence in its service All staff can relate to the Trust s vision and values and feel that they are listened to and involved in Trust decisions All stakeholders and partners fully understand and are engaged with the new commissioning model for NWAS NWAS continues to have a trusted brand profile which reflects its vision and values NWAS is perceived by potential employees as a great place to work Information is shared by the Trust which meets the needs of its stakeholders and promotes openness and transparency NWAS is the provider of choice for NHS 111 and PTS services NWAS is recognised in the top 10 of health care organisations for social media influence NWAS Communication and Engagement Strategy Page: 13 Of 20

14 Public confidence is maintained in the Trust s abilities to publicly warn and inform during major incidents and during periods of increased demand or service escalation A number of objectives have been set out to support this. Detailed annual action plans and timescales will be developed to support delivering of these objectives and to achieve the measures outlined. Aim Objectives Measures Service users and potential users will have improved understanding and will be meaningfully engaged and involved in service design to improve quality and patient experience. Patients, the public and their representatives know what to expect from the ambulance service and have high levels of confidence in its service Ensure we involve our communities and patients in shaping the services we provided by: a) Undertaking an audit of current channels to assess accessibility and awareness and identify any gaps b) Provide the required, accessible channels for service users, communities and partners to provide feedback on service developments including social media, web, public surveys c) Actively seek feedback from patients and public through an annual engagement campaign, based on the Trust s strategic priorities d) Deliver the priorities/actions laid out in the community engagement framework Influence the public perception of services and close the gap in understanding of the service offer and patient expectations by: a) Undertaking a series of localised, county based, Team 999 campaigns adapted to fit the communication and engagement needs of local populations. First campaign launched in Cumbria from April b) Targeting young people with key messages through targeted social media activity and the creation a younger peoples engagement programme c) Carrying out a social media campaign to explain the way the Trust operates, prioritises and manages demand d) Continue to engage with Team 999 Evidence of public views influencing service development Increase in contribution of community groups Re-audit to measure if there is improved understanding and increased opportunities to be involved Evidence of reach and awareness tested through pre and post campaign evaluation including: 10 % increase in reach/coverage 5% increase in awareness 10% increase in positive media coverage of key messages Maintain current patient satisfaction levels of > 85% for all service areas Increase in engagement with young people NWAS Communication and Engagement Strategy Page: 14 Of 20

15 All staff can relate to the Trust s vision and NHS Caring for Culture values and feel listened to and involved in Trust decisions Ensure all stakeholders are engaged and fully understand the future ambulance service model NWAS continues to have a trusted brand profile which reflects its vision and values with health care professionals Have effective mechanisms in place to seek and capture staff feedback and demonstrate views are acted upon by: a) Increasing the visibility of senior managers with front line staff with programme of visits and introduce the concept of listening events b) Undertaking the annual start of year events and CEO staff engagement programme c) Audit undertaken of current internal communication systems and increase opportunities for feedback channels including re-energising the staff suggestion scheme d) Introduction of the tracking system for internal communications e) Launch a project to assess and deliver improved technology solutions to support staff engagement a) To identify opportunities to work with partners in health and social care on specific educational campaigns which ensure patients and their families understand the urgent care system and how the ambulance service role fits in b) Maintain existing engagement activities with key stakeholders through an annual engagement campaign regarding business plan priorities as well as maintaining proactive communication activities. c) Undertake a reputational audit and stakeholder needs assessment to map out future engagement needs d) Working with the shadow Governors to deliver the membership development strategy through annual membership engagement plans to retain an engaged membership and increase the number of active members, as well as increasing Governor Member engagement activities. a) Promote the Trust brand and strengthen its reputation through implementation of an integrated annual Public Relations plan Recommended as a place to work - Staff FFT results increased by 5% Staff survey results above average for ambulance trusts relating to a) feeling involved in decision making and b) positive relationship between senior managers and staff You said we did publications produced six monthly Re-audit and survey of stakeholders to test understanding and achieve positive results/increased awareness All stakeholders receive a minimum of a quarterly Trust update Positive feedback from stakeholders and representatives and evidence of engagement and influence measured by monitoring stakeholder enquiries and interactions Reputational audit and associated improvement plan completed Evidence of increased Governormember engagement activities Specific targets for campaigns to be set NWAS Communication and Engagement Strategy Page: 15 Of 20

16 NWAS is perceived by potential employees as a great place to work Information is shared by the Trust which meets the needs of its stakeholders and promotes openness and transparency Be the provider of choice for NHS 111 and PTS services NWAS is recognised in the top 10 of health care organisations for social media influence Public confidence is maintained in the Trust s abilities to publicly warn and inform during major incidents and during periods of increased demand or service b) Further increase the Trust s influence and national profile on key policies and campaigns eg Cardiac Smart a) Assist the HR and OD team in delivering the recruitment target for new paramedics by producing a brand and marketing campaign and associated toolkit to support recruitment drives, including bespoke materials/content for county based recruitment b) Liaise with OD to adapt the campaign to cover all recruitment activities in the future a) Implement the publication openness improvement plan to ensure all stakeholders have access to the information they need and this is available in an appropriate, accessible format. a) Provide communication campaigns which position NWAS as the provider of choice and builds confidence with the public and stakeholders on the quality of service we deliver. a) A full review of content creation and online presence to maximise reach and awareness b) Implementation of social media plan c) Review all social media procedures to ensure clear, agreed procedures are in place to manage social media channels d) Explore options for improved social media monitoring a) Maintain an effective press office function which manages reactive enquiries and delivers the integrated PR annual plan b) Audit of the Trust s arrangements for communications resilience for Support achievement of recruitment targets Reduction in stakeholder information requests Positive feedback from reputation audit High levels of patient satisfaction in terms of what to expect from the service Positive feedback from stakeholders which evidences confidence in the service provided Positive feedback influences future bidding processes Achieve top 10 position Revised and tested protocols in place NWAS Communication and Engagement Strategy Page: 16 Of 20

17 escalation public warning and informing requirements under the Civil Contingency Act and as part of the Trust s escalation plans including: Assessment of membership and involvement with all Local Resilience Forums Assessment of alert, escalation and on call procedures A fully tested Major Incident Toolkit BCP/Resilience plans in place c) Work with our NHS and emergency service partners to explore opportunities for promoting healthy and safe lives 9. ENABLERS The communication and engagement and patient experience teams will use a number of functions and techniques to support delivery of the strategy s objectives including: social, on line and digital media channels and campaigns channel management and correspondence horizon scanning and news gathering stakeholder profiling and mapping consultation exercises watching briefs and specific handling strategies stakeholder impact assessment techniques political monitoring regular stakeholder briefings staff and patient feedback via traditional and new media social marketing and behavioural insight techniques community engagement programmes creative campaigns and marketing collateral written and face to face communications patient and public information press releases and media statements videos, stories and filming events and conferences NWAS Communication and Engagement Strategy Page: 17 Of 20

18 10. RISKS A number of risks have been identified in the delivery of this strategy. These include: Capacity to deliver effective communications across the large footprint and with a high number of stakeholders The ability to effectively engage with staff because of the nature of a mobile workforce and some of the technology limitations. The changing NHS environment and financial climate requiring increased communication levels to support the change management agenda. Any specific projects within the delivery plans will link to the Trust s risk register. All risks are captured on the Trust wide risk register system and will be monitored through the relevant Directorate and Committee risk registers. It is recognised that the type and levels of risk will change over time and will be monitored accordingly. 11. IMPLEMENTATION ANNUAL DELIVERY PLAN The strategy and its objectives will be delivered through annual delivery plans which will be published alongside the strategy with regular progress reports. The strategy will be monitored by the Executive Management Team, Workforce and Communities Committee and Board of Directors. NWAS Communication and Engagement Strategy Page: 18 Of 20

19 12. RESOURCES and Engagement Team Associate Director Strategic and Engagement 1 wte Head of 1 wte Assistant 1 wte Senior Manager/Media Advisor 1 wte Assistants 1.4 wte Officers 5 wte Manager/Deputy Team Manager 0.8 wte The Team has a finite non-pay budget to support communication and engagement activities. The Team will ensure all activities are within the planned budget spend and best use of resources and value for money are provided. Any requirement for additional funding will be subject to the approved business case process. The strategy will support the delivery of the Directorate s required cost improvement plan. Opportunities for additional funding may be sought from CQUIN schemes which meet the necessary quality and innovation criteria. 13. MONITORING AND EVALUATION 1. The strategy will be delivered through annual action plans. 2. Progress reports on the strategy and delivery plans will be presented to the Workforce and Communities Committee quarterly and Executive Management Team and Board of Directors six monthly. 3. Specific projects will also be shared with relevant Committees or Groups as appropriate. 4. The progress reports will focus on delivering the objectives outlined in section 8. NWAS Communication and Engagement Strategy Page: 19 Of 20

20 14. COMMUNICATING THE STRATEGY 1. The Strategy will be ed out to Directors/senior managers/heads of service. 2. The Strategy will be presented to all service line senior management teams. 3. The Strategy will be published on the Trust s public website for stakeholders to view and a piece included in the stakeholder briefing 4. A summary piece will be included in the regional bulletin with a link to the Strategy for all staff to access. NWAS Communication and Engagement Strategy Page: 20 Of 20