NIHR CLAHRC East Midlands

Transcription

1 NIHR CLAHRC East Midlands 5 Year Communications Strategy May 2014

2 Contents 1. Executive summary p2 2. What is our communications strategy? p3 3. Why do we need one? p3 4. Mission, vision, objectives and values p4 5. Policy context p5 6. Communications team and channels p6 7. Stakeholders p7 8. Communications principles p9 9. Branding and identity p Equality and diversity p East Midlands Centre for Black and Minority Ethnic Health p Monitoring and evaluation p12 Appendix 1 - CLAHRC BITEs Appendix 2 - Stakeholder analysis p14 p15 1

3 1. Executive summary This document brings under one umbrella the Organisation s approach to communications, across every audience: from staff, service users and carers to our 50+ partner organisations and the National Institute for Healthcare (NIHR). In this 5 year Communications Strategy we look at the tools at our disposal and identify the means by which we will all contribute to the achievement of our aims and values. We also set out our objectives, look at how these can be achieved and how we will know whether or not we have been successful. CLAHRC EM is committed to high standards of communication with a wide range of stakeholders 2

4 2. What is our communications strategy? We propose that our Strategy contributes to: Empowering all staff, service users and carers across the Organisation to deliver our aims as defined by our Vision, Values and strategic direction in line with key communications principles and in conjunction with our Patient and Public Involvement (PPI) Strategy and Engagement activities 3. Why do we need one? Good communication is essential to the effective functioning of any organisation. In an increasingly challenging environment, driven by change, communications is becoming increasingly recognised as a core business asset, as organisations are defined by the quality of their communications. Communication has a considerably expanded remit for leaders when taken seriously as a management activity responsible for managing relationships, placing an organisation within its context and problem solving. An organisation-wide communications approach will communicate and explain the organisation to its external and internal audiences its purpose, services and the role it plays within the wider health community. This Strategy will be owned by the CLAHRC EM Governance Board and supported by the Communications Team. However, it is important to understand that this is not a Communications Team Strategy; it is a strategy for communications across the Organisation, both internally and externally. A strategic approach to communications supports the delivery of organisational objectives, the wider impact of the Organisation and the achievement of excellence for improved patient experience. CLAHRC EM is committed to high standards of communication with stakeholders. 3

5 4. Mission, vision, objectives and values Mission Collaboratively generate and apply evidence in prevention and management of long term conditions (LTCs) to achieve healthier living for longer. Vision Improve the health of the EM population by carrying out and implementing world class research in prevention and management of LTCs. Objectives 1. Collaboratively co-produce and coconduct translational research for healthcare improvement. 2. Co-produce and enable a sustainable research-receptive culture in partner organisations. 3. Increase research capacity across the EM to carry out applied research. 4. Increase public engagement and involvement in applied health research amongst all EM communities. 5. Sustain and develop successful partnerships across health, industry and academia to improve health outcomes and positively contribute to the local economy. Values: 'PARTNERS' Patient focused Accountable Responsive Transparent Novel and Innovative Excellence Respect Diversity Sustainable 4

6 5. Policy context CLAHRC East Midlands will align its communications and engagement activities to reflect national, regional and local priorities. Our Communications Strategy will be dynamic in nature, proactively responding to the changing healthcare environment. Within a challenging economic climate, it is well recognised that we need to focus on: quality innovation productivity prevention Improving quality requires everyone to play their part in communicating with colleagues, patients and their communities. Evidence shows that effective communications are an integral part of a high-performing organisation s activity and enhance reputation, staff morale and productivity. Effective communications are an integral part of a high performing organisation s activity 5

7 6. Communications team and channels 6

8 7. Stakeholders (see also Appendix 2) CLAHRC EM Partners East Midlands East Midlands Academic Health Science Network (EMAHSN) East Midlands Leadership Academy (EMLA) Health Education East Midlands (HEEM) East Midlands Ambulance Service NHS Trust NHS CB Derbyshire & Nottinghamshire Area Team NHS CB Leicestershire & Lincolnshire Area Team Clinical Research Network (CRN) Derbyshire NHS Erewash CCG NHS North Derbyshire CCG NHS Southern Derbyshire CCG Chesterfield Royal NHS Foundation Trust Derby Hospitals NHS Foundation Trust Derbyshire Community Health Services NHS Trust Derbyshire Healthcare NHS Foundation Trust NHS Hardwick CCG Public Health Derbyshire Northamptonshire University of Northampton NHS Corby CCG NHS Nene CCG Kettering General Hospital NHS Foundation Trust Northampton General Hospital NHS Trust Northamptonshire Healthcare NHS FT Northamptonshire County Council Public Health Northamptonshire Industry Baxter Healthcare Ltd InHealth Ltd MSD Ltd Novo Nordisk PRIMIS Qbtech Sanofi-Aventis Janssen Nottinghamshire University of Nottingham Nottinghamshire Healthcare NHS Mansfield and Ashfield CCG NHS Newark and Sherwood CCG NHS Nottingham City CCG NHS Nottingham North and East CCG NHS Nottingham West CCG NHS Rushcliffe CCG Nottingham University Hospitals NHS Trust Sherwood Forest Hospitals NHS Foundation Trust Institute of Mental Health NIHR MindTech Nottingham City Council Nottinghamshire County Council Public Health Nottinghamshire Leicestershire and Rutland University of Leicester University Hospitals of Leicester NHS Trust NHS East Leicestershire and Rutland CCG NHS Leicester City CCG NHS West Leicestershire CCG Leicestershire Partnership NHS Trust Loughborough University Leicestershire County Council Public Health Leicestershire Lincolnshire University of Lincoln NHS Lincolnshire East CCG NHS Lincolnshire West CCG NHS South Lincolnshire CCG NHS South West Lincolnshire CCG Lincolnshire Community Health Services NHS Trust Lincolnshire Partnership NHS Foundation Trust United Lincolnshire Hospitals NHS Trust Public Health Lincolnshire 7

9 Other key stakeholders National Institute for Health Research (NIHR) Department of Health Other CLAHRCs (12) INVOLVE MPs and Ministers Public Health England Health Education England National Institute for Clinical Excellence (NICE) Patients and the public (East Midlands) Third Sector (East Midlands) CLAHRC Partnership Programme Regional media (print, TV and radio) National media (print, TV and radio) Specialist health & social care media NIHR infrastructure (BRUs, BRCs, CRNs, CLRNs, HTCs) Kings Fund Monitor Care Quality Commission (CQC) Health Watch NHS Confederation High Keep satisfied & involved Manage closely Focus most effort Influence Monitor / Keep under review Keep informed Low Interest High 8

10 8. Communications principles Co-production of new knowledge and services with a range of partners is a guiding principle of CLAHRCs. Therefore, it is important that communication is a two way process, encompassing staff, service users, carers and other stakeholders. We have certain key principles, drawn from The Communicating Organisation: Using communication to support the development of highperforming organisations (Department of Health, 2009), that inform all our communication activities. We will: use straightforward, readily understood language avoid jargon, acronyms and medical, technical or management language communicate at the right time using the appropriate means for the intended audience provide methods of feedback and respond to it in a positive way give people the opportunity to ask questions actively listen and hold eye contact when involved in face-to-face communication be comfortable with challenging others and being challenged ourselves and as a learning organisation welcome feedback and constructive criticism always try to put ourselves in the position of those we are communicating with treating people how we would like to be treated reflecting equality and diversity consider providing information in other languages (where English would not be appropriate for intended audience) 9

11 9. Branding and identity The National Institute for Health Research (NIHR) is the prime funder of CLAHRC EM, and as such the Organisation is bound by NIHR branding and identity guidance. Whilst the Organisation is sensitive to the branding and identity guidelines of its two largest university partners Nottingham and Leicester as well as that of its largest NHS partner Nottinghamshire Healthcare ultimately the NIHR guidelines have primacy over all others. The current edition of the Organisation s Identity guidelines (NIHR, June 2012) can be found at Equality and Diversity This strategy embraces diversity, dignity and inclusion in line with human rights guidance. We recognise, acknowledge and value differences across all people. We will treat everyone with respect, courtesy and with consideration for their individual backgrounds. We will ensure that everyone is treated fairly and that we convey equality of opportunity in service delivery and employment practice. 10

12 11. East Midlands Centre for Black and Minority Ethnic Health (EMCBMEH) The East Midlands Centre for Black and Minority Ethnic Health (EMCBMEH) is a new organisation established by CLAHRC EM in April The Vision for the Centre is defined below: The Communications Team will be working closely with the Centre to actively promote, support and engage communities in its communications and marketing strategies. An organisation that is committed to actively inspiring and developing dynamic, collaborative partnerships between patients, public, community and voluntary sectors, researchers, health and social care organisations and others, to help address and reduce ethnic health disparities in the East Midlands. Vision for East Midlands Centre for Black and Minority Ethnic Health 11

13 12. Monitoring and Evaluation The Communications Team will submit quarterly reports to the CLAHRC EM Governance Board to show progress against this Strategy. Whilst this is a five year strategy, the Communications Team will conduct an annual review to ensure the Strategy remains responsive to the internal and external environment. Key metrics have been identified to act as enablers in this process: Activity Timeline Target Yr1 end Produce Introduction to CLAHRC East Midlands brochure Sep 2013 Completed Manage launch event publicity Dec 13 / Jan 14 Completed Website Build Jan 2014 Develop Ongoing Individual study pages Images for Who s Who Increase PPI pages Min 15 news stories Social Media accounts Establish Jan 2014 Grow audience Ongoing 500 Twitter followers 300 LinkedIn members Min 20 tweets per month CLAHRC EM blog / Director s blog established Draft communications strategy June 2014 Completed Train all staff in use of NIHR Hub June 2014 Completed all staff should be using the NIHR Hub for secure sharing and internal communications Design of external comms (brochures/displays/leaflets/bites) Establish and circulate branding/identity guidelines Ensure NIHR branding and citation guidelines followed in publications and resources Contribute to national CLAHRC comms initiatives Ongoing Jan 2014 Ongoing Ongoing CLAHRC offer brochure for partners Min 6 BITEs Promotional materials for all Themes/Studies who request them (pullup banners, leaflets, flyers etc.) Completed Ensure all staff are aware of guidelines and make guidance available on the NIHR Hub Contribute min 3 stories each issue 12

14 Contribute to NIHR comms initiatives Ongoing Ad hoc, contribute to every call Monthly e-briefing Ongoing x1 per month Hard copy annual report/magazine Ongoing Plan first issue (due June/July 215) Multimedia Ongoing Min 2 videos CLAHRC EM display stand at <4 events Presence at events/conferences Ongoing SAPC attended 14 Mar 2014 HSRN Symposium June 2014 NHFT Research Conference 17 July Nottinghamshire Healthcare AGM 25 July Support comms activities in Themes/Studies Ongoing Attend theme and study meetings and support PIs/researchers as appropriate Exec Group/Board Reports Ongoing Provide quarterly comms activity reports Inform NIHR of local comms activity Ongoing Ad hoc, inform as and when necessary Press releases / identify and promote successes and achievements Ongoing Min 2 press releases Min 15 news stories on website Establish links with partner communications teams Ongoing All partner organisation approached Mar 2014 with request for reciprocal web links 13

15 Appendix 1: CLAHRC BITEs CLAHRC BITEs (Brokering Innovation Through Evidence) are short, 'need to know' A5 summaries of published research, including the main findings and most important implications for health and social care practice. Useful links are also provided, as well as details of the original peer-reviewed research. The primary audiences for BITEs are clinicians and health and social care staff. BITEs were originally developed by the CLAHRC for Nottinghamshire, Derbyshire and Lincolnshire (NDL) and have subsequently been adopted nationally by all current CLAHRCs and the CLAHRC Partnership Programme, and have been championed by a number of high profile groups including the Health Services Research Network (HSRN) and The Mental Elf. 14

16 Appendix 2: Stakeholder analysis Strategic partners: The more they know, the more likely they are to be satisfied Stakeholder group Key message Purpose Channels Board members Programme successes and exceptions Decisions required Your involvement is beneficial to your organisation Assurance Reputation Board papers Commissioners - GPs Commissioners PCT This works for your patients and it saves you money Reputation Influence Impact Commissioners social care Senior operational NHS management Regulatory bodies CLAHRC is meeting all criteria (% right first time) Reputation Assurance Funders CLAHRC is meeting all criteria (% right first time) Impact CLAHRC is having great impact Reputation Influence Host UoN/UoL schools / NHS departments / IMH Funding bids Student numbers Publications Assurance Information Reputation BITES Personal letters Articles in their newsletters / on their websites BITES Personal letters Articles in their newsletters / on their websites Personal contact Personal letters Articles in their newsletters / on their websites Summary s Notices As required by funders Annual report Bi-annual summary notice News links to University websites 15

17 Internal CLAHRC EM: Are CLAHRC EM staff our ambassadors? Stakeholder group Key message Purpose Channels Researchers internal CLAHRC is about knowledge into practice working with wider stakeholders can increase the impact of your research Working with wider stakeholders can generate new research Events Publications Persuasion to work in new ways Academics internal CLAHRC staff Knowledge brokers Associates on mailing list CLAHRC is about knowledge into practice Events Publications Comings and goings Business news Policy changes CLAHRC can: help you learn about the practical application of health research help you find ways of implementing your findings CLAHRC is a high quality, reliable and trustworthy source of information Persuasion to work in new ways Information Reputation management Reputation management Monthly bulletin Annual report / hard copy magazine link to website Cascade Board minutes Executive Group minutes Monthly bulletin Annual report / hard copy magazine link to website Cascade Board minutes Executive Group minutes Monthly bulletin newsletter Annual report / hard copy magazine Cascade Board minutes Executive Group minutes Monthly bulletin Annual report / hard copy magazine link to website Cascade Communities of Practice Social Media Monthly bulletin Website Annual report / hard copy magazine Events Conferences Seminars 16

18 External: Are we reaching the people who may need us most? Stakeholder group Key message Purpose Channels Service Users and Carers Get involved to help shape research around your needs Impact Fliers Website Posters Newsletters Events Social Media Word of mouth Third Sector This works for your clients. We have evidence-based research to help you evidence your impact We can partner you for funding bids to develop new services Impact End users This works for these people and it might work for you Impact Influence Press / wider public To raise awareness of ongoing studies. To generate interest in ongoing research. To promote awareness of new healthcare developments. Case studies - Health research partnership has had this effect on Mrs X Impact Reputation Information Third sector newsletter Online bulletins Events Word of mouth Social Media Links to TS websites Fliers, posters Events Website Social Media Networks Face to face When impact can be demonstrated 17

19 Partners, competitors and other stakeholders: Are there other ways we can get the message out? Stakeholder group Key message Purpose Channels Academics - external Papers, publications, posters, events Reputation Policy developers This works This needs further research Influence Reputation Online Communities of Practice Publications Conferences Website Social Media Annual report / hard copy magazine Audit All systems effective Reputation As required by audit NHS/Social Care staff CLAHRC is carrying out research in these areas Information Organisations own communications channels 18