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1 Meeting of Bristol Clinical Commissioning Group To be held on Tuesday 23 December 2014, commencing at 1.30pm at the Greenway Centre, Doncaster Road, Bristol, BS10 5PY Title: Communication Strategy and Action Plan Agenda Item: 9 1 Purpose The purpose of this document is to provide a framework for the development and delivery of communications about, and on behalf of, Bristol Clinical Commissioning Group (CCG) to partners, patients, staff, stakeholders and the public. 2 Background This paper has been updated to reflect the CCG s key objectives and priorities as outlined in its five year plan. It sets out an approach to communications designed to support the CCG in meeting these objectives and to fulfil its statutory obligations as a clinical commissioning group. 3 Implications on equalities and health inequalities. See Equality Impact Assessment included as appendix 2 of the strategy. 4 Financial Implications It is assumed that the majority of the work undertaken to support the strategy is within the scope of the existing service level agreement with South West Commissioning Support Unit. There may be additional costs to support any new projects and a limited budget may be required to produce printed materials, video content, event stands and other communications activities. Attention will be taken to ensure communications activity is cost effective and there is a demonstrable return on investment for activities outlined in this strategy or the action plan. 5 Legal implications There are no legal issues raised in this paper. 6 Risk implications, assessment and mitigation If you need this document in a different format telephone the CCG on Page 1 of 2

2 Meeting of Bristol CCG 23 December Communication Strategy and Action Plan N/A 7 How does this fit with Bristol CCG s Annual Work Plan or Strategic Objectives? The communications strategy and action plan have been updated to reflect the key objectives and priorities as outlined in the CCG s five year plan. 8 Recommendation(s) The Governing Body is asked to give careful consideration to the revised Strategy and Action Plan. Sian Trew Head of External, SWCSU December 2014 Jayne Kendall Manager, SWCSU December 2014 Judith Brown, Operations Director December 2014 Page 2 of 2

3 Strategy July

4 Strategy Please complete the table below: Policy ref no: to be added once strategy approved and before placing on website Author (inc job Sian Trew Head of External, SWCSU title) Jayne Kendall Manager, SWCSU Date Approved to be added once approved and before placing on website Approved by to be added once approved and before placing on website Date of next July 2016 review How is policy to Discussed at PEC and Governing Body and added to CCG be disseminated website Check list for Governing Body/approving committee To be completed prior to approval by author Has an Equality Impact Assessment To be completed once approved been completed? Has legal advice been sought? N/A Have training issues been addressed? N/A Are there financial issues and have they N/A been addressed How will implementation be monitored Details of on-going evaluation have been included in the strategy How will the strategy be shared with: Via meetings, the website Staff Patients Public Are there linked policies and procedures Yes, PPI Strategy, Equalities and Diversity Strategy, Five Year Plan (draft), Two year plan 2

5 Contents 1. Purpose Background Bristol s Localities Vision and values Introduction Local Context Population by locality Audiences Audience groups messages and channels Equality and Diversity Objectives Key Messages principles and professional standards Strategic approach Tactics and channels Media Relations Digital communications and social media Website Social Media Video content Face-to-face Newsletters Surveys and questionnaires Printed materials Campaigns and programmes Celebrating success Channels and outcomes Action planning Resources Evaluation

6 1. Purpose The purpose of this document is to provide a framework for the development and delivery of communications about, and on behalf of, Bristol Clinical Commissioning Group (CCG) to partners, patients, staff, stakeholders and the public. This strategy sets out an approach to communications designed to support the CCG to achieve its objectives and priorities, as outlined in its five year plan, and to fulfil its statutory obligations as a clinical commissioning group. 2. Background Bristol NHS Clinical Commissioning Group (CCG) is a commissioning organisation, responsible for buying and planning local healthcare services for Bristol. It is responsible for the important decisions that shape and define services in Bristol ensuring quality care is tailored to meet the specific needs of local people and communities. Established in April 2013, Bristol Clinical Commissioning Group replaced, in part, the Primary Care Trust, following the major transformation of the NHS as part of the Health and Social Care Act (2012). The core principle of these reforms put clinicians in charge of commissioning local health services, on the basis that they are best placed to know what services their patients require. This means the CCG is led by primary care clinicians, with frontline experience of the health needs of the population. Bristol CCG is a membership organisation and each of the city s 55 GP practices is a member. This means that communications and engagement with GPs in the city is now key to ensure the clinical voice is incorporated into the organisation s activity. The CCG s Governing Body includes elected representatives from the member GP practices, a specialist doctor, a nurse, and two lay members. The Health and Social Care Act (2012) placed a number of statutory duties on CCGs, which are: To promote the NHS Constitution To promote the involvement of patients in decisions about their own care To support patient choice To ensure that there is patient and public involvement in the commissioning process. All these duties require the CCG and its staff and members to be effective publicfacing communicators and also provide a baseline for the CCG s communications and engagement activity. The CCG s primary purpose, to commission high quality health services for the people of Bristol, will therefore be informed by a dialogue with local residents, patients, healthcare professionals and opinion formers. 4

7 2.1 Bristol s Localities To ensure the work Bristol CCG undertakes is targeted to the local population, Bristol CCG operates three distinct localities that cover sections of the city in the North and West, Inner City and East and South Bristol. These localities are the building blocks of the CCG and ensure that all of the member practices can be effectively involved in local decisions and collaborate on development with community partners. Each locality has its own Locality Executive Group (LEG) with an elected membership and regular membership meetings. Each LEG is represented on the CCG Governing Body and individual LEG and CCG members play lead roles on an agreed area of clinical commissioning. They also engage with stakeholders and patient groups across the city, through both structured events and more informal visits and meetings. These active and personal contacts are an important component of our communications to involve our public and patients in commissioning decisions. GP members also play a key role in bringing feedback from their individual patients and their own experiences as local clinicians into the commissioning process and therefore ensuring they are involved and up-to-date is fundamental. 2.2 Vision and values Bristol CCG s vision is: Better health and sustainable healthcare for Bristol. Its purpose is to: improve the health of people in Bristol improve the patient experience and access to care work with Bristol City Council to reduce health inequalities across Bristol work with our partners to ensure there is a sustainable and affordable healthcare system in Bristol. The value s underpinning the CCG s work are: patients at the heart of decisions clinically led working with partners across boundaries open and responsive embracing the diversity of our communities. 3. Introduction When Bristol CCG was first formed in 2013, a communications strategy had been developed as a guide to communications for the organisation in its first three years of operation. Now 18 months on it is necessary to refresh the strategy to align with the organisation s strategic direction, as set out in its five year strategic plan and two year operational plans, and to take into account the progress made to date. In its five year plan, Bristol CCG outlines seven priorities, 11 delivery themes and seven cross cutting priorities, which will underpin everything the CCG does. Informing and engaging people through effective communications will be fundamental to the CCG successfully achieving these aims, so this communications 5

8 strategy will work to support and underpin these goals. The seven priorities, as set out in the five year plan, are: Long term conditions, care closer to home Earlier cancer diagnosis Improved vascular outcomes Managing growing demand for children s services Modernising mental health services Understand and address health inequalities Integrated working across health, social care and voluntary sectors These work alongside the 11 delivery themes: Urgent care Long term conditions Dementia care Planned care Children Maternity Mental health Cancer Learning difficulties Medicines management End of life These are then all underpinned by seven cross-cutting delivery priorities: Improve delivery of patients outcomes in partnership with commissioners, providers, health professionals, voluntary sector and carers Promote, manage and monitor achievement of improved provider/ patient communications and relationships Lead development of clear preventative actions across all delivery groups Develop integrated care planning and shared access to care records through Connecting Care Ensure that quality standards are met by all providers and are openly reported through the CCG Develop enhanced signposting and communication of access to and use of services. It is these priorities and themes that will underpin the communications activity for the CCG, supporting the realisation of these by signposting people to appropriate services; providing up-to-date and timely information; and seeking the views of patients and the public on these core areas. This document is not intended to stand alone but instead reinforces, and dovetails with, other strategies and plans developed by Bristol CCG, including: The Patient and Public Involvement Strategy The Equality, Diversity and Human Rights Strategy The Five Year Plan The Two Year Operational Plan 6

9 4. Local Context The population area covered by Bristol Clinical Commissioning Group is considerably larger than the average CCG population with around 430,000 residents, compared to the average CCG population of 261,000. This means Bristol CCG s communications activity should be broad and far-reaching to ensure all groups across its diverse population can be reached and heard. Although already large, the Bristol population is quickly growing, with 18.6% believed to be aged under 16, coupled with a significant growth in the number of under-fives, makes the Bristol population younger than the national average. The majority of the population - 68% - is aged 16 to 64 years old and only 13.2% of Bristol residents are aged 65 or over. These statistics show that it will be a priority for Bristol CCG to find methods of communications and engagement with younger people, parents and families, and those in employment. Bristol also has a higher than average proportion of people considered to be from black or minority ethnic (BME) backgrounds, with 16% of the population considered to be from BME communities, compared to the national average of 14%. This rate increases dramatically in parts of the city, such as Lawrence Hill, where more than 50% of the population is from a BME background. This data means that the CCG s communications activity should reach people from different ethnic groups and ensure that their voices can be heard on health issues affecting the city. 3.1 Population by locality The demographics of the three Bristol localities varies greatly and as such so will the communications requirements and preferences of the people living in them. Inner City is a young and increasingly diverse area, with three out of the four wards registering very high proportions of residents from BME backgrounds. It is also estimated that in this area, around half of the children live in families in receipt of means tested benefits so deprivation is high. In the East, the picture is similar but with a fast rising population of children, including, notably a 40% increase in children under one since 2001, and a decline in over 75s. The North and West area covers some of the most affluent parts of Bristol but also incorporates very deprived communities, which form the outer area of the locality. Tackling health inequalities is therefore a key challenge. In the South there are high levels of deprivation reported with a high number of unemployed and children with special needs. However this area has far fewer people from a BME background. This information shows there is a real need to target communications and engagement activity to the different audiences in the different localities, being mindful of the communications preferences and health needs of these communities. 7

10 4. Audiences As evidenced in the previous section, Bristol has a large and diverse population. Bristol CCG will involve and communicate with a wide variety of stakeholders to reach all sections of the population The priorities, as outlined in the five year plan, detail long term conditions, mental health and vascular disease as areas for improvement or development. As a result Bristol CCG will look to actively communicate with patients with long term conditions, mental health conditions and vascular disease as well as their carers and families. To support messaging regarding the management of the growing demand for children s services, parents, families, expectant mothers and young people will be another priority audience group. To address health inequalities and support greater access to services, communications with seldom heard groups, those with protected characteristics and communities where deprivation is high, will also be fundamental. A full stakeholder analysis, examining who the high influence, high interest stakeholders are, will be undertaken, and used to inform the ongoing maintenance of a stakeholder database for the CCG. This will be used to inform communications to audience groups on an ongoing basis. 4.1 Audience groups messages and channels We have conducted initial analysis of our audiences to ensure communications activities are tailored to each group s needs. Outlined below are some of the key stakeholder groups, the priorities for each group and the channels to be used: Stakeholder Groups identified Engagement & Channels to be used Group Communication Priorities The general public Parents, carers and families Young people Working aged people Older people and retirees Pressure and interest groups People with protected characteristics (also see section below). To raise awareness of Bristol CCG, who we are and what we do. To raise awareness of services, initiatives and health priorities. To promote achievements and successes. Encourage involvement to help inform the commissioning process. Managing brand awareness and reputation. Website, Written communications (including letters and s), Face-to-face through public events, Organisational meetings held in public, Media relations, Patient and public engagement surveys and feedback (using a variety of methods) Social media, Newsletters, Video content. Patients and All patient groups, Signposting and Patient information 8

11 Stakeholder Group service users Groups identified including notably those with long term conditions; those with mental health conditions; expectant mothers; at risk groups (for example those at risk of dementia, cancer and comorbidities) Engagement & Communication Priorities information on access to services and choices. Self-care messaging and education supporting earlier diagnoses. Encouraging feedback and promote opportunities to get involved in commissioning process. Channels to be used materials, At source information (i.e information at clinics via healthcare professionals, leaflets or posters), Face-to-face through focus groups and patient events, Website, Social media. Primary Care Secondary Care GPs and wider clinical teams (including Independent Practitioner Associations (IPAs), practice staff, nurses and midwives, locality executive group (LEG) dentists, pharmacists and optometrists. Local acute care and hospital providers (UHBristol and NBT), ambulance trust (SWAST), Governors and members of Foundation Trusts, Local health and community health To raise awareness of Bristol CCG, who we are and what we do. Encourage feedback from clinicians to help inform the commissioning process. To promote achievements and successes and to encourage two way communication. Encourage involvement in CCG and its decisions. Enabling GPs and healthcare professionals to act as communicators for the CCG, relaying messages to their patients. Promote our strategic aims and objectives. Encourage two-way communication. Encourage buy-in for the CCG and its strategic direction. Website Clinician s area, Quarterly stakeholder newsletter, Briefings and meetings, GP Bulletin, Written communications (including letters and s), Face to face through formal meetings Specialist health sector media Monthly LEG meetings. Website Quarterly stakeholder newsletter, Briefings Written communications (including letters and s), telephone communications Face-to-face through formal meetings 9

12 Stakeholder Group Staff People with protected characteristics Groups identified providers (BCH, AWP) Independent Treatment Centres, NHS 111 providers CCG staff, CSU staff working on behalf of the CCG. This includes Children and young people Carers People with learning difficulties and physical disabilities, Black minority ethnic Gay, Lesbian, transgender, and bisexual, Older people, those affected by domestic violence, The homeless population, Gypsy and traveller communities, People for whom English is not their first language. Engagement & Communication Priorities Motivate staff. Keep them informed about the day-to-day activities of the CCG. Enable staff to communicate on behalf of the CCG. Raise the profile and awareness of Bristol CCG, who we are and what we do. Promote our strategic aims and objectives. To raise awareness of new services, initiatives and health priorities. To promote achievements and successes Encourage feedback from protected groups to help inform the commissioning process. Promote access to services and signposting to prevent health inequalities, Promote involvement in PPI activity Channels to be used Specialist health sector media Social media Staff website, Face-to-face staff meetings, Staff fortnightly updates. Website, written communications, media and social media, marketing campaigns, Focus Groups, attendance at key events targeting specific groups, Proactive and reactive media work. Face-to-face via community meetings, Meetings with community leaders. Media Local, regional, national and specialist Raise the profile and awareness of Bristol CCG. Promote strategic aims and objectives. Encourage two-way communication to identify opportunities to promote the work we are doing and the key health issues for the city and how we plan to Proactive news releases Reactive media relations Website Social media Telephone communications Media training for key spokespeople, Invite journalists to meet and get to know 10

13 Stakeholder Group Key Partners Key opinion formers and influencers Groups identified Bristol City Council, NHS England Area Team, other BNSSG CCGs South West Commissioning Support (SWCS), Other CCGs Universities Unions, Healthwatch, Bristol s Health and Wellbeing Board. Third sector organisations, including Voscur, local involvement networks, The Care Forum, faith groups Local MPs and MEPs, city and parish councillors, professional bodies, unions, council members, lobbying groups. Engagement & Communication Priorities address them. Build relationships. Promote our strategic aims and objectives. Encourage two-way communications to identify opportunities for joint working. Share best practice. Promote our strategic aims and objectives. Encourage two way communication to promote the work we are doing and the key health issues for the city. Build understanding and support for the CCG s strategic direction and the challenges it faces. Channels to be used CCG leads. Face-to-face meetings Written communications including letters and s, Telephone communications. Focus groups. Briefing meetings with key staff. Website Quarterly stakeholder newsletter, Written Communication (including letters and s) Briefings and meetings Telephone communications. 5. Equality and Diversity Bristol CCG aims to reach the widest cross-section of patients and public through its communications and engagement and believes this is fundamental to achieve its goals. The CCG recognises the need to adopt a variety of techniques and channels to reach people of different backgrounds, ethnicities and ages. We will identify and work with representatives from these groups to make sure we meet their needs. This is likely to include focus groups and other face-to-face activities including attendance at key events. We recognise that different people have different communication needs, both in 11

14 terms of how they receive information and communications from us and how they want to be involved in decisions. Our communications action plan in Appendix 1 details how we plan to engage with protected groups. We will ensure all material produced by the CCG is accessible to all patients and the public. Our communication materials will be offered in different formats on request and where appropriate in other languages, large print, Braille or Easy Read. In developing this strategy an equality impact screening has been undertaken and is included in Appendix 2. This strategy sets out to communicate with all groups, including those that are seldom heard, aiming to reach the widest cross section of society through an integrated, layered approach to communications. As such it is unlikely there will be any adverse impact on particular societal groups. 6. Objectives To raise the profile of Bristol CCG in the South West and increase understanding of its role in the local health economy. Build confidence in the CCG and its ability to make health decisions on behalf of the population of Bristol. Improve signposting and access to services through effective and regular communications, in partnership with provider organisations. To create two-way communications processes, allowing the CCG to enter into a dialogue with local people. Increase numbers actively engaging with the CCG through promotion of patient and public involvement activity. To support the CCG to achieve its strategic priorities, as established in its five year plan, through effective communications and engagement. To gain support for the CCG s five year plan and overall strategic direction, with patients, staff, partners, stakeholders and the public. Share the CCG s vision with public and partners to increase understanding of the difficult decisions the CCG faces. Ensure communications and engagement is built into to commissioning process and forms the backbone of every procurement exercise. 7. Key Messages Outlined below are the key messages which should run throughout Bristol CCG s communications, backed up by the substantives which evidence the messages in practice. These messages are formed from the CCG s values: Message Bristol CCG puts patients at the heart of its decisions Bristol CCG is a Substantives The CCG operates a comprehensive programme of public and patient involvement to obtain patients views on local healthcare and commissioning. Lay representation on the CCG Governing Body enables the patient and public voice to be heard on key decisions. GPs working for the CCG can provide insight and guidance from their patients experiences. There are 7 practising GPs who sit on the CCG Board 12

15 clinically led organisation, run by GPs Bristol CCG is committed to working in partnership to deliver value and quality for Bristol s patients The organisation is a listening organisation that is open and responsive. Bristol CCG embraces the diversity of its communities and seeks to address health inequalities in the city. and ensure their clinical expertise can be used to inform healthcare decisions in Bristol. Clinical evidence underpins commissioning decisions made by the CCG. All of the 55 GP practices in Bristol are members of the clinical commissioning group and are actively encouraged to get involved. As well as the GPs who sit on the Governing Body, specialist clinicians lead areas of work and offer expertise to the organisation. The CCG is different from the PCT and offers a fresh perspective on commissioning. The CCG works in partnership with Bristol City Council, Avon and Somerset Police, NHS England and other statutory bodies and voluntary organisations to meet the needs of the Bristol population. The CCG works collaboratively with provider organisations to ensure the services it commissions can best meet the needs of patients. By working in partnership with neighbouring CCGs on relevant areas of commissioning, Bristol CCG can drive best value into services for local people. Bristol CCG is committed to and actively involved in Bristol s Health and Well-being Board, which ensures commissioning of health, social care and other services are joined up. Patients and the public are involved in every step of what we do from service design through to analysing tenders for service providers. Bristol CCG welcomes feedback from patients and the public and uses it to inform commissioning decisions. The CCG works with Healthwatch Bristol to learn the views and experiences of Bristol patients. Bristol CCG acts on feedback it receives. Bristol CCG commissions services to meet the needs of its whole population, including services aimed at minority groups. One of Bristol CCG s key priorities is to address health inequalities in Bristol. The Governing Body of Bristol CCG pledged in 2014 to reach out to seldom-heard groups as part of NHS Change Day; a commitment it is determined to see through. Bristol CCG s locality structure ensures communications, engagement and commissioning needs can be structured to the local populations. 13

16 8. principles and professional standards All communications and engagement activity from the CCG will be coordinated through the Patient and Public Involvement, Equalities and Diversity and (PEC) working group, which meets on a monthly basis to coordinate plans across the three work-streams, ensuring an integrated approach. The PEC group will ensure that the following principles underpin all the communications activity undertaken by Bristol CCG: open honest transparent responsive accessible timely clear consistent. All communications for the CCG should be of a high professional standard. Presenting a consistent and uniformed appearance, tone and approach in all written materials helps build and maintain the Bristol CCG brand and ensure that anyone obtaining information about the organisation receives the same messages presented consistently, with clarity and professionalism. All communications carried out on behalf of Bristol CCG should be clear, consistent, and written in plain English. Bristol CCG has a style guide, which sets out the principles of writing, which underpin the CCG house style. It provides a guide for writing which enables us to present a consistent style and tone throughout all our communications. This style guide is based on recognised conventions in the UK and should be used as the basis for all communications created on or on behalf of the CCG. 9. Strategic approach Bristol CCG s approach to communications will be fully integrated, relaying consistent messages across channels to collectively provide for increased understanding, knowledge and recognition among core audiences. This means that each channel will be used to complement one-another rather than used in isolation. We will take advantage of multiple channels to ensure the broadest reach for the messaging and will use the most appropriate channel for the message and audience to ensure the right people are informed at the right time. To ensure the success of this strategy, we will work in partnership with local stakeholders and when drafting messages for audience segments, we ll ensure they are tailored specifically for the project and target audience. As well as engagement externally with patients and the public, the approach will 14

17 include internal communications with CCG staff, and CSU staff working on behalf of the CCG, to ensure they are well-informed and can act as ambassadors for the organisation and its work. Similarly engagement with GPs, as members, and other healthcare professionals through effective stakeholder engagement will also be fundamental, not just to encourage their engagement and involvement in the CCG but also to act as communicators for the organisation. GPs and other healthcare professionals are well placed to update and inform their patients on the issues affecting the local healthcare economy, so communications to ensure they are well-informed is paramount. As an NHS organisation, Bristol CCG is subject to the brand guidelines as established and managed by the Department for Health. The NHS brand, is one of the most well recognised in the world and boasts a 95% spontaneous recognition rate. Bristol CCG will maximise this brand recognition by maintaining clear adherence to the brand guidelines but taking the opportunity to, within these boundaries, develop its own look and feel, so materials and communications emanating from the CCG can be recognised. 10. Tactics and channels Bristol CCG will use a range of methods and channels to engage the broad audiences and stakeholders identified in section 5. These channels will be used in a targeted fashion to ensure the most appropriate channels are used for each message and audience group. Outlined below are the main channels to be used. This is not an exhaustive list and project communications plans will detail specific project level activity Media Relations Bristol CCG is committed to building good working relationships with the local media and will proactively send updates and news to local journalists to maintain visibility of the CCG s plans in the local press. The CSU Team, on behalf of the CCG, already has good relationships with local media and will work to further develop these to ensure there is a good level of understanding on both sides. We will actively monitor the press on a daily basis, for national and local health stories, which may impact or affect the day-to-day activity of the CCG and will act and respond accordingly. Our approach to media relations will be open and upfront, supplying, wherever possible, spokespeople to provide public responses to the work undertaken by the CCG. To reinforce the clinical voice of the organisation, where possible, these spokespeople will be drawn from the clinical leads or GPs working within the CCG. Training and guidance on handling media interviews will be offered to all senior staff, clinical leads and the governing body members, to help them feel confident in undertaking interviews and to represent the organisation publically. Only allocated spokespeople with an expertise in the topic will be authorised to undertake media interviews to ensure an accurate and informed view. As well as working with local media to promote important messages for patients and the public in Bristol, targeted high level messages will also be sent to specialist 15

18 national media, with the aim of raising the reputation of Bristol CCG in the health sector nationally. As well as local print and broadcast media, Bristol CCG will also take advantage of the myriad community publications and newsletters in circulation in and around the city by sending relevant health updates to these publications. Community publications remain a popular communications channel with key audience groups and messages can be tailored to a locality level Digital communications and social media The internet and online social networking tools are rapidly changing the way we communicate and every year statistics show growth in the use of internet and social media in the UK. This means the CCG is operating in a world of instant and continuous communications and there is an increasing demand for immediate engagement. Harnessing this channel will allow the CCG to positively engage with stakeholders, patients and the public. Research shows that 73% 1 of adults in the UK access the internet every day; and 2 98% of 16 to 34 year olds in the UK, have used the internet. It is however not just a communications tool for younger audiences and in 2014 research by 3 OfCom found that 42% of those aged over 65 use the internet, which is the fastest growing group of internet users. Social networking is a popular online activity, with 4 66% of adult internet users maintaining a social networking profile. Facebook remains the most popular choice, with 96% of social network users, having a Facebook profile. These figures support the use of the internet and social media to engage with a broad spectrum of audiences and could be a good opportunity for the CCG to reach wider groups. However the CCG is conscious of ensuring all online communications is available offline for groups not yet using the internet. Although a popular and growing communications channel, digital communications channels are still not used by some cohorts of society, including target audience groups for the CCG and as such we will continue to reach out to these groups through other channels. We will balance maintaining the corporate image of the NHS as a trustworthy and authoritative voice with the need to use social media in an accessible and friendly way. We will segment and prioritise the target audience online when tasked with developing broad-reaching communication for the stakeholder group defined as the general public. This will improve reach, enhance relevance and help us to put our resources to the best possible use. 1 Office of National Statistics Opinions and Lifestyle Survey OfCom Adult s Media Use and Attitudes Report OfCom Adult s Media Use and Attitudes Report OfCom Adult s Media Use and Attitudes Report

19 Website The Bristol CCG website was redesigned and re-launched in May 2014 to create a fully responsive, sector leading site with ease of access to vital information for CCG staff, clinicians and the public. It will now be a priority to actively drive audiences to the new website, which will act as a key communications tool for the CCG. This will be achieved through effective search engine optimisation (SEO), content management and links and referrals from other sites, including Twitter and Facebook. The new website was built on strong SEO foundations, providing for improved access to the site for members of the public and to increase web traffic, but it will also be important to manage the content to ensure it remains relevant, easy to find and engaging for the audiences. We will update and refresh the content regularly to encourage repeat visits and ensure the content is relevant and informing. Taking a content-led approach to the website will ensure visitors come to the site to find useful information and, while there, further their knowledge and understanding of the CCG. We will draft content for the site that best matches how people read and digest information online to ensure it has maximum impact Social Media Bristol CCG has an active Twitter account, which has more than 3000 followers and regularly tweets appropriate comments, links to articles and sections of its website. To date, the channel has been used to broadcast messages and signpost followers to the CCG s website; it would now be beneficial to adapt and develop this approach to increase interactivity. This will be facilitated through live tweet chats with clinical leads about key topics, live twitter back channels running throughout engagement events and call to action tweets asking for response or comment, making effective use of the push-pull model of engagement that can be facilitated through social media. We will use analysis tools to time tweets to when our followers are most likely to be listening as well as when key events are underway and will analyse the reach of messages. To ensure momentum is maintained we will tweet regularly, with messages sent on a daily basis, as a minimum. On Twitter we will maintain a balance between social tweets, such as public health messages, campaigns and re-tweets and the more strategic messages about our work. Best practice suggests that an 80:20 ratio should be applied here, with 80% of our tweets focusing on social interaction with our followers and 20% promoting our own activity. As well as a Twitter profile, in 2014 Bristol CCG launched a Facebook page. As Facebook remains a popular choice for social media users, we will focus on growing and developing a Facebook following. We will make use of the inbuilt analytics in Facebook to maximise its use and reach. As with Twitter, we will endeavour to regularly update Facebook with rich content, such as images, videos and engagement polls to maintain the interest of our followers. 17

20 Feedback provided by patients, the public and stakeholders through social media channels will be harnessed and fed into the broader patient and public involvement work at the CCG, where it can be used to inform the commissioning cycle. In using social media the CCG will be proactive, adopting a policy of responding to all queries and comments, monitoring conversations to determine the right time to get involved and ensuring messages are accessible and clear Video content Bristol CCG launched a YouTube channel in 2014 as a means of hosting a new about us video. Although at present video content produced for and on behalf of the CCG is minimal, there is strong evidence to support the use of video content as a means of communicating. A recent 5 Cisco study claimed that by 2016, over half of the internet s traffic will be video content and as YouTube is the second most popular search engine after Google, it is clear people are looking to videos for information as well as entertainment. Video offers a content rich solution to provide audiences with information they seek while increasing awareness about the role of the CCG in parallel. In 2014, the CCG developed and launched an about us video providing audiences with information about the role of the CCG in the local area. The CCG will now build upon the work undertaken to create the about us video to develop further video content to promote important information about its 11 delivery themes and seven priorities Face-to-face Bristol CCG already maintains a good level of face-to-face communications with stakeholders, patients and the public through engagement meetings, formal partnership meetings and presentations to key groups. We will now look to build upon this approach, by planning a visible CCG presence at key local public events. These events will be used to target specific messages to certain audiences to ensure the impact of taking stands at these events can be maximised. For instance messages regarding children s services can be communicated to parents at family events in the city. Similarly we will work to promote attendance at CCG events, including the annual general meeting (AGM) and the monthly governing body meetings, which are held in public, as well as the stakeholder events organised by the CCG. This will be facilitated through promotion of the meetings and their agendas and demonstrating the benefits of attending. We will tweet and update Facebook live during the meetings, to enable those who can t attend to engage with the discussions and ask questions. The CCG will also continue to use meetings with staff and stakeholders as an internal communications tool to keep these groups informed and enable them to ask questions of their colleagues. 5 Cisco Visual Networking Index: Forecast and Methodology,

21 10.4 Newsletters Bristol CCG currently operates three newsletters; one aimed internally to staff in the form of a fortnightly Chief Officer s update; a weekly GP bulletin, sent via to all GP practices in Bristol; and a quarterly stakeholder newsletter sent to partners and subscribers. Content for each is highly targeted to the intended audiences to ensure it is relevant for those reading it. To further develop these channels, Bristol CCG will look to gather intelligence on the uptake of the newsletters, sending via MailChimp, where possible, so the subscription and mailing lists can be better managed while also obtaining insights into the effectiveness of the newsletters. To complement its own newsletters, Bristol CCG will also engage with partners and stakeholders to include information about the CCG in the newsletters they distribute across the health and care community in Bristol Surveys and questionnaires One of the main channels for attracting feedback for the CCG is through surveys and questionnaires, both on- and offline. This is an effective way to gather consensus from engaged audiences and draw in responses to specific questions. will continue to support promotion of surveys and questionnaires, working now to grow and develop their reach by promoting the opportunities and demonstrating positive action taken as a result of feedback given Printed materials Bristol CCG produces information leaflets and publicity posters distributed to GP practices and other community and healthcare settings, promoting services, ways to get involved. This will be developed where appropriate to include messages to support the delivery themes and priority areas outlined in the five year plan. Publications such as the annual report and accounts and prospectus will also be produced and used to promote the CCG s achievements and future plans. These will be produced in summary form, where appropriate to ensure they are accessible. All printed materials will be made available in other formats, including Braille, Easy Read and audio as well as translated into other languages where required and appropriate to ensure they reach all audiences Campaigns and programmes Where appropriate and cost effective we will create campaigns and communications programmes to promote key messages or major initiatives. Campaigns will be focused on promoting wide-scale developments; to underpin service consultations; or to encourage a behaviour change in targeted audiences. Examples of previous recent campaigns include the Think ABC Before A&E programme, which aimed to relieve pressure on busy A&E departments by encouraging patients to think about alternative treatment options. 19

22 Marketing and communications campaigns planned by the CCG will be integrated and will make use of media relations, advertising, direct mail and digital communications Celebrating success To build the reputation of Bristol CCG among the health community, as well as reinforce messages to patients promoting confidence in the CCG, we will recognise and celebrate the success and achievements of the CCG and its staff. The CCG will seek opportunities to enter national and regional awards and obtain other accolades. will then underpin the achievements by promoting the successes through internal and external channels, including media relations, social media and the website. Success will also be celebrated at the CCG s annual general meeting (AGM), through its annual report and prospectus and through governing body meetings. To support a local culture of performance and partnership working Bristol CCG will also look to recognise the success of its partners and provider organisations, as well as in-house teams. Depending on the nature of the award or accolade, the CCG s corporate materials, website and signatures can be amended to list the award and include, if appropriate, the award logo Channels and outcomes Outlined in the table below is a summary of the main channels, how we plan to use them and the anticipated outcomes to support the achievements of the objectives: Tactic How Outcomes Media relations Develop relationships with local journalists Media training Media monitoring Regular well-informed coverage in local media. Raise profile of the CCG and share its vision with the public. Signpost to health information and access to services. Website Social Media Develop interesting and engaging content Search engine optimisation (SEO) Refer traffic through links Use interactively - ask questions, engage in conversations Undertake live tweet chats Maximise exposure by using multiple channels Facebook and Twitter 20 Share the CCG s vision. Increased awareness of the CCG and what it does. Explain the CCG s priorities and gain buy in for its strategic direction. Facilitation of two-way communications Obtain feedback to be fed into the commissioning cycle. Increase numbers engaging with CCG.

23 Video content Newsletters Face-to-face meetings Questionnaires and surveys Printed materials and direct communications Campaigns Celebrating success Enrich website content through the use of informative and engaging videos. Push videos through YouTube channel and link to website. Target newsletters at different groups GPs, stakeholders and staff - ensuring the content is fresh and relevant. Use MailChimp or similar tool to analyse reception to newsletters. Plan attendance at public events Promote attendance at AGM and Governing Body meetings. Engage with staff, GPs and partners through face-to-face meetings where questions can be asked. Tweet and Facebook live from events to engage wider groups. Increase uptake and participation through promotion Provide materials in other formats where relevant Plan appropriate communications projects and campaigns using integrated channels. Promote any achievements and recognition through media relations, social media and the website Update corporate stationary and materials to reflect successes. E.g. award logo included on letterhead Use Annual Report, AGM and 21 Raise the profile of the CCG and its delivery themes underpinning the five year plan. Share the CCG s vision. Promote health and self-care messaging. Improve signposting and info on access to services. Well-informed staff and GP members acting as effective ambassadors for the CCG. Maintaining information flow with stakeholders and partners regarding key CCG activity and achievements. Increased readership. Facilitate two-way communications with audiences. Ensure patient views are obtained and built into the commissioning process. Increase interest and involvement in the CCG. Feedback driven into the commissioning process. Increase numbers getting involved. Ensure information is accessible to all. Improve signposting and information about accessing services. Support the effective realisation of the CCG s aims, delivery themes and priority areas. Increase confidence in the CCG and build its reputation as a high performing commissioner.

24 Governing Body meetings to publically celebrate success. 11. Action planning An action plan will be developed and appended to this strategy (Appendix 1), describing the tasks and timeframe involved in achieving the objectives. This will be updated, maintained and reviewed on an on-going basis. Separate communications plans will be devised for projects, planned to support activities as part of the delivery themes, which will demonstrate how key audiences linked to these themes will be engaged. 12. Resources A dedicated Manager and Officer will lead all communications activity for Bristol CCG, provided by SWCS. They will be supported with specialist tasks by the wider CSU communications team, including digital and publications specialists, and strategic communications by the Head of External. A limited budget will be required to produce printed materials, video content, event stands and other communications activities. Attention will be taken to ensure communications activity is cost effective and there is a demonstrable return on investment for activities outlined in this strategy or the action plan. 13. Evaluation Evaluation of the activity planned as part of this strategy will be undertaken on a regular basis to ensure the objectives are being achieved and any required adjustments can be made. Evaluation will be conducted using the following methods: staff surveys public awareness research and feedback campaign evaluation, establishing recall rate and outcomes monitoring and evaluation of press coverage, website hits and social media activity regular audit and review of communications materials, using audience feedback ongoing review and monitoring of communications activity using Vuelio, the communications team s tracking and logging software. 22

25 Appendix 1: Bristol CCG Communication action plan 2014/15 Objective Action Required RO Deadline Update Objective 1: Raise the profile of Bristol CCG in the South West and increase understanding of its role in the health community Success measure: Regular well informed coverage in local media. Increased number of social media followers and two way communication with audiences. Monitor the number of visits to the website and the number of new subscribers to On going 1.1 Update communications calendar to highlight latest campaigns/ccg projects. 1.2 Use social media to raise awareness of our key messages and campaigns the quarterly newsletter Identify key news stories and target relevant regional and national press and journals, including online. Develop relationships with local journalists Use interactively ask questions, engage in conversations. Undertake live tweet chats where appropriate. Maximise exposure by using multiple channels Facebook and Twitter Manager On going On going Weekly news stories/social media relating to content identified in the calendar. Setting up interviews for CCG senior staff/governing Body members with local press/radio for relevant stories Identify media training for staff Deliver tweets and other key messages using social media channels and monitor through Hootsuite. Identify tweet chats for key campaigns 23

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