Communications Strategy

Transcription

1 Communications Strategy Author(s): Tom Stevenson, Head of Communications Responsible Committee: Executive Leadership Team Date Ratified: Version No: 1.0 Date Issued: 01 March 2016 Validity Period: March March 2018 Target Audience: All staff Version Control 0.1 First draft Initial draft with comments included from discussions with various directors and service leads 0.2 ELT approved Comments incorporated from 10 Feb 2016 ELT meeting 1.0 Board approved Comments incorporated from 24 Feb 2016 Board meeting

2 Contents 1. Introduction Principles and approach to communications Audience segmentation Objectives and benefits Insights Priorities Channels Roles and responsibilities Measures of success Conclusion Appendices CLCH Communications Strategy

3 1. Introduction 1.1 Context The Trust s previous communications strategy was agreed in February Since then there has been progress in a number of areas to strengthen internal and external communications but there remains more to do to support delivery of our strategic objectives. There has been significant growth into new areas since 2014 and more expansion is planned for the five years ahead. Together with progressing to foundation trust status this is redefining who we are and what we do. This needs to be reflected in the brand of the Trust. It goes beyond a new logo or name. It is about creating an identity that our staff and other stakeholders can relate to and building engagement which can drive better quality care for patients/carers. With recruitment and retention across the NHS a major challenge, communications priorities over the coming years need to be actively supporting all aspects of attracting and retaining the best people. Building a reputation and brand as one of England s leading specialist community healthcare providers is a key part of achieving this. 1.2 Scope of this strategy and related documents The strategy focuses on strengthening the brand identity of the Trust, the core communications channels we use to engage with our key audiences and particularly internal communications. Effective internal communications has the potential to have a positive influence on not just our staff engagement but also in how our people interact with external stakeholders. Priorities for development over the next two years are identified in section 6 and are supported by the action plan (appendix 1). In 2016 we have developed detailed engagement strategies for each of our core stakeholder group. This strategy supports the objectives and priorities within those individual strategies without looking to duplicate their content. The core strategies are: Staff engagement strategy Patient and public engagement strategy Members engagement strategy External stakeholders engagement strategy Further improving internal and external communications together with strengthening our brand also supports delivery of the quality strategy; recruitment and retention strategy; organisational development plan; and commercial strategy. This strategy does not seek to address direct communications between our staff and patients/carers during treatment. The Trust s Quality campaigns address and monitor this through the positive patient experience campaign. CLCH Communications Strategy

4 1.3 Current position Looking at the current position on internal communications and staff support for the Trust we have the following measures from the national staff survey: Results from the 2015 survey show a small improvement from the previous year on whether people feel senior management communicate effectively with the rest of the organisation, up 2 points from 2014 to 39%. Whilst appearing low this is comparable with similar trust and reflects the challenges faced by a community trust spread across a wide geography. In terms of staff support for the Trust we have improved against 2014 figures with 61% now saying they would recommend the Trust as a place to work (compared to 52% in 2014), and 71% now agreeing they d be satisfied with the quality of care if a friend or relative needed treatment at the Trust. The insights section below gives some more information of our current position and key themes we need to address. 1.4 Review We have set a two year timeframe on this strategy and the associated action plan covers 2016/17. The strategy will be reviewed once we are established as a Foundation Trust in discussion with the newly formed Council of Governors. 2. Principles and approach to communications Our communications strategy adopts the same principles and approaches which we have set across the engagement strategies developed for key stakeholder groups. Further information on these is provided in the Engagement Overview which supports the suite of strategies. 2.1 Best practice principles for communications Clear and accurate Inclusive and meaningful Targeted and tailored Timely and honest Value people Provide follow-up 2.2 Our approach to communications Consistent with Trust values and behaviours Linked to strategic priorities and business plan priorities Built on and responsive to insight CLCH Communications Strategy

5 3. Audience segmentation The Trust has identified the following key stakeholder groups and we have developed detailed engagement strategies for each. This communications strategy and the attached action plan identify improvements to the Trust s core communications channels and policies to help deliver the objectives identified for each audience. Staff Patients/carers and the public/communities Members External stakeholders o Commissioners and partners o Regulators o Political o Media and commentators This diagram gives a simplified view of the overlaps between our key stakeholder groups. The relationships and influences across the different groups are complex, but a good understanding of these cross-overs will help us tailor communications and engagement more effectively. We need to present a consistent narrative across all audiences about who we are and what we do; but tailor our messages and the channels we use to fit different groups. CLCH Communications Strategy

6 4. Objectives and benefits 4.1 Objectives Our high level communications objectives are listed below. To provide patients/carers with clear and accurate information about the Trust and our services. To keep staff informed and engaged; feeling valued, involved and clear about how their work connects to the strategic priorities of the Trust and vice versa. To increase recognition of the Trust among our key audiences and support our wider engagement strategies to build the Trust s reputation as a provider and employer of choice. Our plans for delivery against these objectives are set out in the priorities in section 6 and the attached action plan (appendix 1). 4.2 Benefits Strengthening our reputation as a high quality provider and building a brand which staff, patients/carers, partners and commissioners can relate to will help us to deliver our strategic objectives. The quality of communications within an organisation is a key influencer on levels of staff engagement. In turn staff engagement levels influences quality of patient care as well as productivity; and therefore value for our commissioners and the tax payer. Existing commissioners and partners will be reassured by well articulated and publicised accounts of the quality of care we provide, patient satisfaction and the difference we are making in delivering as a partner in local health economies. New recruits and new commissioners will base part of their decision on whether to join us or not on the feelings and assurances they get from our externally facing brand. Strong brands are not established by accident, and our clinicians doing a great job on the front line isn t always enough. We know from experience that when it comes to how we deliver, perception and reality aren t always aligned. The Trust s brand is not our name or our logo. It s what people say about us when we re not in the room. We can influence it, but ultimately it s the perception of others that defines it. To influence a positive brand we need: Engaging leaders across the organisation, visible internally and in local, regional and national networks with partners, commissioners and other external stakeholders. A clear narrative on our strategic direction and the unique selling points that will encourage people to work for and with us. A satisfied, valued, healthy workforce. Effective internal and external communications channels. CLCH Communications Strategy

7 5. Insights The following insights are gathered from a range of formal and informal sources including the staff survey, senior managers workshop, team visits and general conversations. Addressing these issues is what shapes the objectives and priorities in this strategy. 5.1 Current themes Brand and reputation The CLCH name no longer represents the reach of the organisation; impacting on the Trust s ability to build a really strong identity to attract and retain both staff, commissioners and partners. Plans to rename and rebrand need to align with a new national policy in NHS branding which provides limited freedoms. The Trust has a commercial strategy for growth but no specific marketing plan or resources. Good news can be slow to surface from services across the Trust. Mixed views of the Trust from existing commissioners. There are significant challenges in recruiting across services. It s an employee s market in many of our services so to attract and retain the best staff the Trust needs a strong reputation and unique selling points that set us apart from others and draw people to us. Internal communications The intranet has been improved but further work is needed through 2016/17 to migrate content from the old site and increase active participation. Professional networks exist across the Trust but are not widely promoted. Regular easy access to internal news remains challenging for clinical staff. Variable approaches to internal communications within Directorates/Divisions and divisionbased channels not always used to maximum effect to promote core messages/campaigns. Patient information Variable quality and availability of patient information leaflets across services with mixed use of latest branding. Processes to feed service changes through to our website and NHS Choices need improving. A mobile app which the Trust invested in is not currently being used to maximum effect. Systems and processes for developing patient information in accessible formats need to be improved with the Accessible Information Standard coming into place in April Stakeholder communications A range of established face to face channels are in place between the Trust and key external stakeholders but centrally co-ordinated stakeholder communications limited to quarterly newsletter; monthly GP bulletin and ad-hoc s of key announcements. Online presence Limited social media reach and some platforms not maintained. Disparate online presence across different sites/platforms and outdated system running the Trust website. CLCH Communications Strategy

8 6. Priorities The priorities identified below are supported by more a detailed action plan in appendix 1. Unless specified otherwise actions are to be taken forward by the central communications team: Year one priorities (2016/17) Internal communications and staff engagement o Support induction/on boarding of new teams from Merton and Harrow. o Support embedding understanding of new structures within operational divisions o Support to professional networks within the Trust and develop effective areas on the intranet to support information sharing and professional networking. o Communications and OD to develop senior managers network to aid delivery of Trust OD and staff engagement strategies o Internal campaign support for key programmes including: workforce, mobile working, estates transformation; revalidation; agency switch, staff survey; flu etc. o Complete migration from old intranet and ensure all teams have trained and engaged intranet champions. o Roll out and promote more interactive functionality on the intranet o Clarify future options for e-forms developed on old site. Reputation building o Develop the Trust s strategic narrative and produce for internal and external stakeholders in a useable concise format. o Support recruitment programmes with updated information and brand guidance for job adverts and associated induction material. o Review and update core sections of the Trust website. o Communications and commercial to develop a marketing plan. o Support to commercial and operations on tenders for service retention and new bids with updated/template information to ensure quality and consistency across all bids. o Review and refresh GP bulletin and address gaps in routine communication to other key external stakeholders. Patient information o Ensure requirements of accessible patient information standard are in place. o Audit existing patient information to identify outdated content and branding. o Update templates and style guides for patient information. o Establish the managed print contract with Canon to ensure consistency and efficiency for printed patient information. Rename and rebrand o Staff engagement on developing options for rename o Confirm option is acceptable with Department of Health / NHS identity team o Develop new visual elements, update templates and roll out across Trust CLCH Communications Strategy

9 Online presence o Implement new social media strategy focused on reputation building, recruitment and supporting more staff to engage with social media for professional networking/development. o Support recruitment service to update Facebook and LinkedIn presence to deliver recruitment priorities. FT application and Governor elections o Stakeholder communications on transition to FT status. o Internal and external campaigns to support effective Governor elections. Year two priorities (2017/18) Priorities will be refreshed at end of year on to ensure alignment to current issues. Some specific work which would not progress until 2017/18 includes: Rename and rebrand / patient information o Implementation review and next steps action plans to embed new brand across all internal and external channels o Maintain routine process for review and refresh of patient information Online presence o Develop options and business case to update Trust website Internal communications and staff engagement o Review options and develop business case for a mobile staff app to complement other internal communications channels 7. Channels 7.1 Existing channels The table below outlines the established channels which the Trust uses to communicate with all our stakeholder groups. For specific audiences there is more detail in the relevant engagement strategies on the channels used to engage with them. It is important to note that the most important communication channel we have with patients/ carers is the daily interactions people have with our frontline services. There are a number of Trust quality indicators which measure how well we do on clinician-patient communication, and projects in place for continuous improvement. These are addressed through the quality strategy and in particular the positive patient experience quality campaign; and therefore are not included in this strategy. Two-way communications channels which bring information from patients/carers and the public into the Trust are also essential. The table below includes some of the channels through which we hear the views of patients/carers and the public. However, the detail of how we gather feedback from patients and use it to improve is covered in our Patient and Public Engagement Strategy. CLCH Communications Strategy

10 Channel Summary Audience & frequency Face to face Listening events Patient/members events tailored to specific topics Patients/carers & public Board meetings Monthly meetings in public. Patients/carers & public AGM Formal annual corporate event. Linked to public engagement Patients/carers & event and staff awards. public External groups Wide range of established forums detail provided in external Commissioner & / committees engagement strategy. partners Staff events Variety of events ranging from corporately managed annual Internal staff awards and senior managers workshops through to division/profession related internal events. Lead Patient Exp. Board CE Office & Various Various Online / digital Trust website The main corporate website hosting service information, news All external and key publications. Service websites Children s services for school nursing (developing to full 0-19 services) and Herts Sexual Health have specific sites providing Patients/carers Childrens & Sexual Health service information and advice. My CLCH app Currently underutilised mobile app providing service Patients/carers information. Hub Trust s intranet, upgraded in 2015 with more use of interactive Internal elements to encourage staff participation and networking. Twitter, Corporate accounts on key platforms plus a number of All external & HR Facebook, etc individual and service managed accounts promoting the work of the Trust. NHS Choices Service information on the national website All external Service videos Some development of digital patient information e.g. video induction for Marjory Warren Ward. Patients/carers Various Written Patient leaflets A wide range of information developed by teams for service summaries and treatment advice. Quality needs to reflect expectations on a major NHS provider. Patients/carers Quarterly printed newsletter for members and wider All external stakeholders (previously called The NHS in your neighborhood.) Annual report Formal corporate publication All external Quality account Formal corporate publication All external Quality Board papers and published strategies Published articles Divisional newsletters Routine publication of official documents hosted on website. Important that quality reflects expectations on a major NHS provider. Media may review to identify issues. Clinical publications drafted by teams across the trust and published in national/international journals opportunity to promote more to support brand/reputation building Several directorates/divisions publish their own internal newsletters. Some like Spotlight on Quality are for all staff, others like Children s Team Talk are division specific Monthly briefing to support manager during team meetings. Provides key messages for cascade through the Trust/ All external External and internal Internal Various Various Various Managers cascade Internal Today@CLCH Daily news to all staff Internal News / media A mixture of website announcements and formal press All external releases releases sent direct to journalists CLCH Communications Strategy

11 7.2 Gaps in channels Social media channels to support recruitment and reputation building we should develop greater use of individual account from staff across the Trust, encouraging and guiding people at all levels to have an active work related presence Twitter and other channels (a Social Media Strategy 2016/17 has been developed to address this). Video based information the Trust would benefit from developing simple low-cost video content to use for internal and external stakeholders. This offers more engaging content than traditional written statements/news updates. Mobile access to internal information for staff with a mobile, geographically dispersed and clinically focused workforce the time staff have to use desk/network based internal communications channels is limited. Aligned to mobile working and virtual desktop plans we should explore options for a complimentary mobile app accessible through trust and personal devices. Regular bulletin for all external stakeholders options need to be explored for bulletins to all our external stakeholders on general news and as a quarterly publication is part of supporting external engagement but is too infrequent to be seen as the main channel. Marketing materials linked to refreshing the Trust brand we need to develop a core set of marketing/promotional materials which can be used by a range of services for events/campaigns with potential recruits and commissioners, patients/carers, members and other external stakeholders. Whilst not exactly a channel in its own right, the current lack of such material is a gap to be addressed. Thought leadership articles/events a number of our senior team and clinicians are involved in national forums. We could build on this to develop the Trust s position as a thought leader in community healthcare. CLCH Communications Strategy

12 8. Roles and responsibilities Communication by everyone in the Trust impacts on our reputation and the perception of the quality of care we provide. Below is a summary of key responsibilities that different internal groups have in supporting the objectives of this strategy. 8.1 All staff Ensure all communications (verbal or written) with patients/carers, external stakeholders and colleagues is produced and delivered to an excellent standard. Keep all locally developed patient/stakeholder information up-to-date and in line with Trust branding and style guides; using the latest centrally provided content where available. Actively participate in the internal communications and staff engagement opportunities available to you. Highlight areas of concern to line managers or the central communications team. 8.2 Communications team Provide expert advice and support on communications issues to projects and programmes across the Trust. Sourcing interim communications support on behalf of other divisions where required for specific projects/programmes. Promote best practice in communications to all parts of the Trust and lead on identifying and adopting new tools/technologies to drive improvements. Manage production and delivery of core publications and events including the Annual General Meeting and Annual Report. Manage the Trust visual identity and ensure effective templates and guides are in place to support staff. Ensure there is a process in place to respond to media queries and provide communications support on major incidents on a 24/7 basis. Ensure effective channels and tools are in place for communications with all stakeholder groups with ongoing plans for improvements based on regular evaluation of quality. 8.3 Service and team leaders Regularly review published information about your service and inform the central communications team about any updates needed to service information on the Trust website, NHS Choices, printed material or other channels. Alert the central communications team to relevant good practice and reputational risks that need to be promote/managed with internal and external stakeholders. Ensure effective systems are in place for two-way staff communications within your service areas; including making sure information from central teams is cascaded effectively. Ensure the service has a nominated person who maintains information on the intranet. Champion high quality communications and engagement and lead by example; making the time needed in every day for effective communications with internal and external stakeholders. CLCH Communications Strategy

13 8.4 Senior managers network Ensure effective systems are in place for two-way staff communications within your service areas; including making sure information from central teams is cascaded effectively. Champion high quality communications and engagement and lead by example; making the time needed in every day for effective communications with internal and external stakeholders. Attend and actively participate in events for senior managers to support effective sharing of information up and down the Trust 8.5 Executive leadership team Oversee and performance manage the implementation of this strategy; approving any shifts in priorities needed during the life of the strategy. Champion high quality communications and engagement and lead by example; making the time needed in every day for effective communications with internal and external stakeholders. Act as spokespeople for the Trust on areas of responsibility; working with the central communications team on all official statements/interviews to the media. 8.6 Board members Champion high quality communications and engagement and lead by example; making the time needed in every day for effective communications with internal and external stakeholders Chair, Chief Executive, Chief Nurse to act as the Trust s key spokespeople on significant issues. CLCH Communications Strategy

14 9. Measures of success 9.1 Key Performance Indicators To show progress against this specific strategy we need to track performance against indicators that show how good our key stakeholder groups think the Trust is at communicating. For staff we have a measure built into the annual staff survey: % agreeing that communications between senior management and staff is effective? In line with targets set in the staff engagement strategy we will aim for a 5% improvement over the next two years against 2015 results: i.e. an increase from 39% to 45% in We will add this question into our quarterly pulse surveys to track progress on a more regular basis. Given the objectives around developing the Trust s brand and reputation as an employer of choice we will also use the measures from the national annual (and local quarterly) staff surveys which show how likely staff are to be brand ambassadors for the Trust: % staff recommending Trust as a place to work (Board KPI Target of 62% in 2016/17 and staff engagement strategy target of 66% in 2017 staff survey results) % staff satisfied with the quality of care they give (Board KPI target 85% 2016/17) For partners and commissioners communications the KPIs are picked up in the external stakeholder engagement strategy, which includes plans to develop a new approach to gathering commissioner satisfaction data. For patients/carers, as flagged in the scope of this document there are a number of measures in place through the Quality campaign for a positive patient experience with development plans managed by each operational division. These are the Trusts key measures of how well staff communication with patients/carers e.g. patients/carers feeling they were treated with dignity and respect, involved in their care etc. 9.2 Additional measures of success A number of the priorities identified in this strategy have implementation milestones; delivery against which will be a key measure of success. Timings for these are set out in the action plan in appendix Conclusion Good communications is everyone s business. Successful organisations are good at communicating. We are pretty good at it and getting better; but we should aim to be outstanding. Communicating well helps to build a happy and engaged workforce, which drives quality and productivity, which leads to more satisfied patients/carers, partners and commissioners. Delivering against the objectives and priorities in this strategy will make the Trust better. CLCH Communications Strategy

15 Appendices Appendix 1 - Progress to date During 2015/16 the Trust has delivered a number of successful communications projects and refreshed key channels for internal and external audiences. Internal Re-launched the intranet with clearer design, more news and encouraging more involvement by staff, including discussion boards, blogs, and a thank you tool that has seen over 120 posts in its first 6 months with staff highlighting the good work of colleagues. Staff awards with high numbers of nominations and a good turnout at the event. Extensive internal campaigns for the national staff survey, flu vaccine and IG training; helping to deliver significantly increased uptake in survey and flu and hitting IG target. Managers cascade (monthly brief to support team meetings) refreshed and greater focus on including key corporate messages. External Successful AGM and listening event with good uptake of people interested in membership and volunteering Members newsletter refreshed for a wider external stakeholder audience and more features on trust staff and services. Public website updates. Increased activity on Twitter and removal of unused social media accounts. Work with HR to focus Facebook and LinkedIn as recruitment channels. Patient app overhaul in progress Transformation and transition Successful internal and external communications for establishing the strategic partnership with Capita and subsequent change to IT and HR services. Extensive work on mobilisation of Merton and Harrow with positive initial response from commissioners and transferring staff. Staff transition portal set up for Merton, Harrow and future mobilisations. Brand and identity Initial work to play down the Central London focus by removing the four borough names from the Trust logo. Proposal developed for rebrand exercise involving staff from existing and transitioning services ready to progress once FT next steps confirmed. Value for money Public website moved to new hosting company reducing cost and speeding up site. Switch to new design and print suppliers to reduce costs. CLCH Communications Strategy

16 Appendix 2 Communications strategy action plan 2016/17 Priority Actions Timescale Lead/support Audiences Internal communications and staff engagement Support induction/on boarding of new teams from Merton and Harrow. Detailed mobilisation communications plans in place. Develop post mobilisation induction/engagement plan Update internal materials on structures to include all new teams Develop welcome pack with summary info on key internal systems and processes Features on new teams in key internal communications To /HR Transferring staff and existing CLCH teams Support embedding understanding of new structures within operational divisions Support to professional networks within the Trust and develop effective areas on the intranet to support information sharing and professional networking. Communications and OD to develop senior managers network to aid delivery of Trust OD and staff engagement strategies Internal campaign support for key programmes including: workforce, mobile working, estates transformation; revalidation; agency switch, staff survey; flu etc Update internal materials on structures to include all new teams Regular inclusion of messages across all channels Updates to backend systems on Hub and website to align with new division names and portfolios Link with ADQs and professional leads to identify all networks and potential gaps Develop template for professional network section on Hub Identify champions within networks to lead on developing intranet sections Promote external professional networks on social media Review membership and format for 2016/17 Identify themes for session throughout 2016/17 linked to OD/staff engagement priorities Identify alternative channels for routine update presentations (keeping workshops strategic) Individual campaign communications plans to be developed with detailed actions needed for each. Template comms plan to support projects leads where comms team cannot prioritise. Ongoing DDOs supported by working with Quality leads All internal plus key partners/ commissioners Clinical staff / OD Senior managers All internal CLCH Communications Strategy

17 Priority Actions Timescale Lead/support Audiences Complete migration from old intranet and ensure all teams have trained and engaged intranet champions. Roll out and promote more interactive functionality on the intranet Clarify future options for e-forms developed on old site. Identify remaining teams to migrate Plan migration timetable with individual teams Hub training sessions for content managers Develop Hub Help section to support content managers Complete migration and turn off old site Maintain Hub user group for continuous review of site and suggestions for improvements Ensure continued roll out of upgrade features from external supplier Establish external networks to source development ideas from other Trusts/non-NHS organisations Thank yous, Employee of the month forms, and flu stories in place Blogs under development Extend use of discussion boards Actions linked to professional networks development above Review uptake of interactive functions and refresh actions to build uptake further Review options for developing form building skills in-house vs buying on a form by form basis from external supplier. Test internal development on simple forms July 16 Ongoing Ongoing Ongoing Complete Teams with existing content on old site All internal / HR All internal Patient information Timings aligned to Trust rename/rebrand activities below Audit existing patient Team by team review of existing materials information to identify outdated Prioritised list for redevelopment content and branding. Update templates and style guides for patient information. Establish the managed print contract with Canon to ensure consistency and efficiency for printed patient information. Full list developed with rolling review schedule in place Develop simple A4 leaflet format for in-house production and print Refresh house style guide Refresh Templates designs Confirm processes with Canon Process map and guide for teams sourcing printed material through contract Corporate style templates developed and lodged with Canon Q4 16/17 Internal and patient/public Internal Internal CLCH Communications Strategy

18 Priority Actions Timescale Lead/support Audiences Ensure requirements of accessible patient information standard are in place. Policy update and best practice guidance provided / Equality & Diversity Internal and patients/carers/public Reputation building Develop the Trust s strategic narrative and produce for internal and external stakeholders in a useable concise format. Support recruitment programmes with updated information and brand guidance for job adverts and associated induction material. Review and update core sections of the Trust website. Communications and commercial to develop a marketing plan. Support to commercial and operations on tenders for service retention and new bids Review and refresh GP bulletin and address gaps in routine communication to other key external stakeholders. IBP summary updated and published on intranet and web Core content of IBP summary developed into presentation slides Develop and promote presentation template library on intranet as central source for core messages Align messages in Annual Report and Quality Account to core narrative Build key messages into recruitment and induction material Update communications section of online induction Refresh Job description and job advert templates Develop an about us summary document for part of recruitment materials Develop intranet section with essential FAQ section to help new staff understand the organisation and core systems / processes Refresh core messages on public website to ensure alignment with IBP summary Draft marketing plan Develop marketing material aligned to core narrative Develop template library on intranet to support bids/presentations Template communications plans to support bids and mobilisations Refresh objectives and options for GP bulletin in discussion with Medical Director Audit need for additional channels to other external stakeholders to support engagement strategy /HR All All New recruits & recruiting managers All Internal (Ops and Bids) GP (provider and commissioner) CLCH Communications Strategy

19 Priority Actions Timescale Lead/support Audiences Rename and rebrand Aligned to FT timetable, develop and implement new name and visual identity for Trust Online presence Implement new social media strategy focused on reputation building, recruitment and supporting more staff to engage with social media for professional networking/development. FT application and Governor elections Deliver actions from FT programmes dedicated communications plan Staff engagement on developing options for rename Confirm option is acceptable with Department of Health / NHS identity team Develop new visual elements, update templates and roll out across Trust Social media strategy will have dedicated action plan, summary actions include: Refresh corporate accounts on Facebook and LinkedIn Train HR services to maintain and develop Facebook and LinkedIn Develop social media guidance and training for staff interested in professional networking Promote inclusion of CLCH links in profiles of staff using social media for professional development Promote events and case-studies of how clinicians elsewhere use social media Support ELT members to develop Twitter accounts Audit strategy success and revise actions as needed Stakeholder communications on transition to FT status. Internal and external campaigns to support effective Governor elections. Alignment with renaming project above Communications support to actions identified in Membership Strategy (Jan 2016) TBC linked to FT progress Ongoing Ongoing Q3 16/17 TBC subject to NHSI timetable All All All ENDS CLCH Communications Strategy