Communications Strategy

2013/14 – 2015/16

Document Information

Document

Name

Communications Strategy 2013/14 – 2015/16

First Release

Date

09/05/14

This document is held in the Strategies Folder

Revision

History

The next planned major revision will be March 2016

Revision Date Version No Summary of Changes Changes marked

15/08/14 1 Strategy reviewed and

updated

10/09/14 2 Strategy updated following

feedback from a range of

internal stakeholders

19/09/14 3 Strategy updated following

feedback from Director of

Corporate Services and

Performance Management

Document

Information

Author: Philip Moore

Owner: Communications Team

Document Ref: Comms Strategy 1316

Approvals

This document requires the following approvals:

Name Signature Title Date of

Approval

Version

Michael

Bloomfield

Director of

Corporate

Services and

Performance

Management

19/09/14 3

Valerie Watts

Chief

Executive

19/09/14 3

Senior

Management

Team

23/09/14 3

HSCB Board

Distribution Once approved, this document will be distributed to:

Name Title Date of

Issue

Version

HSCB Communications Team

HSC Heads of Communications

Senior Management Team

Board Members

Contents

1. Introduction ...................................................................................................... 1

2. Corporate objectives ........................................................................................ 2

3. Building Confidence in Change........................................................................ 3

4. Key considerations .......................................................................................... 4

5. Strategic communications objectives ............................................................... 5

6. Core Functions ................................................................................................ 6

7. Communications Principles ............................................................................. 6

8. Target audiences ............................................................................................. 7

9. External communications ................................................................................. 9

10. Public affairs ................................................................................................... 17

11. Internal communications ................................................................................. 20

12. Implementation ............................................................................................... 24

13. Monitoring, evaluation and review .................................................................. 24

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1. Introduction

The role of the Health and Social Care Board is broadly contained in three functions:

To arrange or ‘commission’ a comprehensive range of modern and

effective Health and Social Care services for the 1.8 million people

who live in Northern Ireland.

To manage performance of Health and Social Care Trusts that

directly provide services to people to ensure that these achieve

best quality and value for money, in line with relevant government

targets.

To effectively deploy and manage its annual funding from the

Northern Ireland Executive – currently around (£4 billion) to ensure

that this is targeted upon need and reflects the aspirations of local

communities and their representatives.

It is the responsibility of the Board in co-operation with the Public Health Agency

(PHA) to:

Assess Health and Social care needs and identify ways in which

theses needs might be met by engaging with a wide range of

stakeholders including the public, individual patients, their relatives

and carers, Health and Social Care professionals, Trusts and other

providers of Health and Social Care.

Ensure high quality, person centred safe effective services are

equitably distributed.

Provide leadership and direction to HSC providers by ensuring the

services we commission are the subject of regular and ongoing

performance appraisal and quality improvement.

The Board is a relatively young organisation and it is very important that patients,

service users, carers, staff, key stakeholders, media and the wider public have a

clear understanding of the Board’s role and how it fits into the wider Health and

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Social Care system; the services it commissions; and the contribution it makes to

ensuring safe, sustainable and quality Health and Social Care for everyone in

Northern Ireland.

A three year communications strategy 2013/14 to 2015/16 was put in place to

promote openness and transparency in the work of the Board; encourage two-way

communication; build effective working relationships; and help ensure there are

effective communications channels in place.

The strategy was approved by the HSCB Board in May 2013. As it is now at the

midway point, a review was carried out and the strategy has been revised and

updated to reflect developments and progress in a number of the key strategic and

operational areas.

Specific action plans have also been or are being developed in relation to specific

areas of work highlighted in the strategy (see Appendix A and B).

2. Corporate objectives

The Corporate Plan 2013/14 – 2015/16 includes an objective for the Board to

continue to implement the HSCB’s Communications Strategy 2013/14 – 2015/16 and

monitor its effectiveness.

The communications strategy fully supports the five key themes outlined in the

Corporate Plan:

Ensure high quality, safe, accessible and integrated Health and Social 1.

Care services, and performance manage delivery to achieve quality

outcomes.

To improve the health and social wellbeing of the population of NI with 2.

a focus on prevention and health inequalities, promoting equality,

human rights and diversity in all the Board’s functions.

Provide value for money through the effective use of resources 3.

ensuring robust financial management.

Effectively engage with key stakeholders in an open and transparent 4.

manner, particularly service users and carers, benefiting from their

personal experiences.

3

Maintain and develop effective internal systems and processes and 5.

maximise the potential of our staff by ensuring that they are skilled,

motivated and valued.

3. Building Confidence in Change

The overall communications strategy has been developed in line with the direction

set by Transforming Your Care.

It has been recognised that there is a need for continual engagement and

communications with staff, the public, political parties and 3rd sector stakeholders to

build confidence in the changes and reforms being made.

A key focus therefore during Year 2 of this strategy will be to continue to build

confidence in reform through effective communications, highlighting the steady

progress that is being made throughout Health and Social Care, the challenges

which remain, and the positive opportunities and plans for further change.

As well as focusing on the regional picture, it is essential that there is powerful and

effective communications at a local level. Local Commissioning Groups, Trusts and

Integrated Care Partnerships will also play a central role in communicating and

building confidence in the local changes that are being made.

As the implementation of the changes role out, it will be important to continue to

focus on a number of strategic areas and highlight through real-life examples, how

the reforms are transforming care for patients and service users.

It is essential that there is a focused and coordinated Health and Social Care wide

approach, promoting the many positive stories; patient experiences; innovative and

proactive initiatives; as well as being open and transparent about the challenges and

pressures remaining; to ensure the public are fully informed about developments in

Health and Social Care and are empowered to make appropriate decisions.

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4. Key considerations

The communications strategy is fully compliant with extant legislation and will be fully

integrated with existing strategies to ensure a coordinated approach, including:

4.1 Legislation – Equality, Human Rights and Freedom of

Information

This strategy is informed by and supports Equality, Human Rights and

Freedom of Information legislation.

The Communications strategy has been screened for equality and human

rights considerations. The screening, documentation, including mitigation,

was published in accordance with the Board’s commitments to provide

regular reports on screening outcomes.

The Board’s equality scheme commits us to ensure we promote equality of

opportunity and value the diversity of all people in our community. By this we

believe that all members of society should have fair and equal access to our

services, according to need and have opportunities to participate in our plans

for how we deliver our services. Through ensuring that our information is

accessible we will continue to demonstrate this commitment.

In the implementation of the communications strategy, every effort will be

made to ensure that key information about the work of the Board is made as

accessible as possible through a wide range of channels and formats. Key

pieces of work will require separate equality and human rights screening as

appropriate.

4.2 Valuing People, Valuing Their Participation

The Health and Social Care Board recognise that Personal and Public

Involvement is core to the effective and efficient commissioning, design,

delivery and evaluation of Health and Social Care services. Personal and

Public Involvement is about the active and meaningful involvement of service

users, carers and the public in those processes. Personal and Public

Involvement operates at different levels, from information provision through

to joint decision making. It is underpinned by a set of values and principles

and at its’ core it is about changing culture and improving quality.

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The Board is firmly committed to embedding Personal and Public

Involvement into its culture and practice.

The communications team will ensure the principles of Personal and Public

Involvement are embedded into all aspects of its work; will provide support

for the Board’s Personal and Public Involvement strategy; and help promote

the many positive initiatives.

5. Strategic communications objectives

The following objectives set out the main strategic priorities for the next three years.

They will be translated into communications actions (see Appendix A).

5.1 Effective external communications

The Board is committed to providing open and accessible information to

patients, clients, carers, the general public and the full range of stakeholders.

Through effective media and communications techniques and channels, the

strategy aims to develop and broaden understanding and build confidence

amongst patients, service users, carers, staff, media, key stakeholders and

the wider public about the role and function of the Board and services it

commissions.

The Board, in conjunction with the Public Health Agency, Department of

Health, Social Services and Public Safety Information Office, and six Health

and Social Care Trusts will take a coordinated approach to communications.

On specific projects, media enquiries and regional issues, the Board will

provide guidance to Trusts on communications issues as and when

appropriate.

5.2 Internal communications

A key priority for the Board is to put in place effective internal

communications channels to ensure staff are fully informed of key

developments and information which impact on their role and the overall

work of the Board and wider Health and Social Care system.

5.3 Building effective relationships with stakeholders

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The Board, through its planned communications, will continue to further

strengthen the reputation of the Board and build confidence with its full range

of stakeholders, including the daily and regional media in Northern Ireland.

5.4 Improving communications channels

Ensure that the Board has in place proactive and innovative communication

channels taking into consideration all new developments in digital

communications, including web, intranet, podcasting and social media.

6. Core Functions

The agreed core functions of the communications team are:

To provide a press office function and a range of media management 1.

activities for reactive and proactive issues.

To provide PR support to promote the work of the Board, LCGs and 2.

ICPs, and other key Board led projects and initiatives.

To develop internal channels to ensure staff have access to consistent, 3.

appropriate and necessary information in a timely manner – e.g.

intranet, staff bulletin, digital channels etc.

To provide communications support for projects identified by 4.

Directorates.

To develop digital communications with a focus on promoting 5.

messages through a range of digital channels websites, intranet, social

media etc.

7. Communications Principles

It is important to set standards for the way in which the Board communicates. The

Board is committed to a set of common principles that will underpin all

communications:

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Communications will be two-way - ensuring effective mechanisms

are in place to enable people to share their views with the Board.

Stakeholder feedback will be encouraged as and when appropriate

and people will be informed about how their views have been used.

Communications will be open and transparent – whilst ensuring

that personal and sensitive information is handled appropriately

and data protection legislation is adhered to.

The Board will share news about plans and developments as

promptly as possible and as appropriate. The Board will strive to

ensure any information it provides is accurate and consistent.

The Board will tailor its messages and methods of communication

to meet the needs of the specific audiences. Information and the

way it is provided (format) will be clear and appropriate. The Board

will make every effort to use language that people understand,

making information easily accessible when preparing publications

for the general public.

8. Target audiences

The following is a list of key stakeholders who the Board will seek to effectively

engage with through the communications strategy as and when appropriate. It is not

an exhaustive list and is fluid. The list can be added to or amended as required.

8.1 Service users

General public

All Health and Social Care service users

Carers

Community networks and groups

8.2 Internal

All staff

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Health and Social Care Board Non-Executive Directors

Local Commissioning Groups

8.3 Wider Health and Social Care organisations and partners

Health and Social Care Trusts

Public Health Agency

Business Services Organisation

Patient and Client Council

Northern Ireland Ambulance Service

Northern Ireland Fire and Rescue Service

Regulation and Quality Improvement Authority

Northern Ireland Health and Social Care Council

Integrated Care Partnerships

Professional and clinical leads and groups

Primary Care/General Practitioners/

pharmacists/dentists/optometrists

Trade Unions/staff side

Professional bodies in Northern Ireland, ROI and UK

Health Service Executive

ROI partners in Co-operation and Working Together

Northern Ireland Practice and Education Council for Nursing and

Midwifery

Northern Ireland Medical and Dental Training Agency

Northern Ireland Guardian Ad Litem Agency

8.4 Policy and decision makers

Minister for Health Social Services and Public Safety

Department of Health Social Services and Public Safety

(DHSSPS)

Assembly Health Committee

Members of the European Parliament/Members of

Parliament/Members of the Legislative Assembly/Local Councillors

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8.5 Media and specialist publications

Daily and regional media in Northern Ireland

Specialist health press

8.6 Statutory and voluntary partners

Public sector

Education sector

Housing organisations

Police Service of Northern Ireland

Probation Board for Northern Ireland

The main churches

Voluntary sector

Community groups

Children’s Commissioner and organisations that promote the

interests of young people

Commissioner for older people and organisations that promote the

interests of older people

Section 75 groups and organisations

Northern Ireland Prison Service

Local government

Transport providers

9. External communications

In order to effectively communicate with service users, carers, staff, stakeholders

and the wider public, it is essential that the Board has a range of proactive

communications channels in place and these are regularly reviewed and updated.

The key areas outlined below are being developed further over the next three years.

9.1 Working with the Media

A key priority for the Board is to ensure that the public have a balanced,

informed and comprehensive view of the Health and Social Care service in

Northern Ireland. This is essential for building public confidence and

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improving staff morale. It requires a coordinated approach across all HSC

organisations.

The media play a key role in reporting on the Health and Social Care system

and informing the general public. It is important that every effort is made to

work constructively with the media on a 24/7 basis by responding to media

enquiries and bids for interviews, and facilitating briefings in an open,

accurate and timely way, particularly in relation to pressures in the system

and instances where something has gone wrong with a person’s care. This

will help ensure, as far as possible, important issues are put into full context;

that the public has access to accurate information; and that confidence in the

Board and wider Health and Social Care system can be maintained.

Significant efforts are also made by the Board and HSC communications

teams to proactively and effectively promote the many positive

developments in Health and Social Care on a daily basis.

A key and legitimate focus of the majority of media organisation is on hard

news and public interest stories. A significant element of communications

resources are directed towards ensuring that the Board can provide full and

comprehensive information, as appropriate and in line with data protection

legislation, in relation to public interest stories.

9.1.1 Media liaison

A media rota has been put in place during the 2013/14 year to provide

a consistent and dedicated point of contact for directorates, HSC

colleagues and media on enquiries and interview bids. The

communications team continues to operate an oncall system Monday

to Sunday (5pm to 9am) to ensure that all urgent media enquiries and

developing issues are dealt with appropriately and effectively.

As part of an overall communications toolkit being developed, media

guidance will be developed to underpin and formalise arrangements

for liaising with the media. This will cover policy in relation to media

enquiries, interviews, briefings, positive news stories, reactive news

stories, releasing information, media planning and media training.

9.2 Digital strategy

The Board is developing a digital strategy to ensure digital channels are

used appropriately and effectively to reach, communicate and engage with

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target audiences and to maximise digital opportunities. It sets out how the

Board will make use of digital channels and tools to share information and

engage with stakeholders.

The key priorities include:

Developing digital channels and tools

Promoting awareness of digital channels and increasing digital

skills among staff

Using digital channels to publish information and to engage with

stakeholders

Integrating online and offline communications where possible.

The strategy builds on experience from existing online channels and the

Transforming Your Care social media pilot. It outlines how existing online

channels will be consolidated, updated and enhanced, including the Board’s

website and intranet site, as appropriate and in line with business need. The

strategy also includes plans to create official social media accounts and

official blogs. To support responsible use of these new channels, associated

guidelines will be developed and training will be made available for staff.

A series of video vox pops were developed in 2013/14 year, and promoted

through web, social media channels, ezines and at major conferences,

including the NHS Confederation conference. The vox pops told the real life

stories of patients and how their Health and Care had been transformed by

the ongoing changes being implemented. These were very powerful

communications channels and there are plans to develop these further in

2014/15. Animations are also being developed and utilised, and promoted

via websites, e-zines, social media etc, as innovative ways to communicate

often complex messages in a simple but very effective way.

9.2.1 Website

Since 2008, household access to the internet in Northern Ireland has

risen from 52 per cent and now stands at 80 per cent, (also the UK

average). Figures from the 2013 OFCOM Communications Market

Report show that around half of those with internet access in Northern

Ireland use online government services. The report stated that people

prefer to access such information online and find it more convenient.

Sixty-one per cent of users of online services said they had engaged

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with government services or policies more since accessing them

online.

Given the continuing increase in the local population’s access to the

internet and rising expectations that organisations will communicate

through digital media, it is vitally important that the Board has a strong

online presence and ensures that its website is contemporary, reliable

and a useful source of Health and Social Care information. The

Board’s website provides information directly to patients, clients,

carers and other stakeholders. It enables a better understanding of

the Board’s role and responsibilities, and can facilitate direct

engagement. Digital communications also help reduce reliance on

costly paper-based publications and can be used very effectively

when it is necessary to communicate to a wide audience urgently.

The website is also an invaluable communication channel to publicise

major initiatives; consultations; proactive initiatives; key documents;

etc. in new and innovative ways.

9.2.2 Current position

The development of the new website is progressing. A supplier is in

place to redevelop the website and a Web Development and Editorial

Group has been established, comprising of a representative from

each HSCB directorate. The group will contribute to the development

of content and protocols/policies for the redesigned sites.

9.3 Local Commissioning Groups and Integrated Care Partnerships

Local Commissioning Groups play a key role in assessing Health and Social

care needs; planning Health and Social Care to meet current and emerging

needs; and securing the delivery of Health and Social Care to meet

assessed needs.

The 17 newly established Integrated Care Partnerships are a new way of

working for the health service Ireland to help transform how care is delivered

locally. They are groups of care providers, bringing together doctors,

nurses, pharmacists, social workers, hospital specialists, other healthcare

professionals and the voluntary and community sectors, as well as service

users and carers, to design and coordinate local Health and Social Care

services. The Partnerships are currently focussing on improving local

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services for frail elderly persons and those with long term conditions such as

respiratory, diabetes and stroke illnesses.

It is essential that as the changes under Transforming Your Care are

implemented in local communities that Local Commissioning Groups and

Integrated Care Partnerships have a powerful voice and role in

communicating the changes and explaining how they will make a real

difference to how people access and use Health and Social Care services

now and into the future.

Media and communications plans for each of the Local Commissioning

Groups areas are being reviewed and developed in conjunction with LCG

leads and Chairs. An overarching communication strategy for all the

Integrated Care Partnership areas has been developed and is being

implemented. These plans will include initiatives to communicate with the full

range of stakeholders.

In 2013/14, the communications team worked with directorates, Local

Commissioning Groups, Integrated Care Partnerships and Trusts to develop

effective forward planning arrangements in relation to key priority areas to

ensure communications support could be provided. Work will be developed

further in 2014/15.

9.4 Publications

Each year there is a statutory requirement for each Health and Social Care

organisation to produce a formal document containing the Annual Report,

Annual Accounts and Governance Statement.

However, the size, specified content and technical nature of this document

limits how much it can be used to engage with wider public and stakeholders

Therefore the Heads of Communications from across the main Health and

Social Care organisations have combined resources to develop a new

regional e-magazine to inform and engage with staff, the wider public and

HSC stakeholders. The e-magazine will highlight developments and

initiatives that are helping to improve services for the local population across

Health and Social Care together with web links for further information. The

publication will cover the work of the Health and Social Care Board,

Department of Health, Social Services and Public Safety, Health and Social

Care Trusts, NI Ambulance Service and Public Health Agency. It is planned

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to publish the magazine quarterly and promote it via social media, websites,

intranet, email links etc.

9.5 Public Campaigns and Information

In an effort to address pressures in Emergency Departments, GPs and GP

out of hours services, as well as a lack of public information about where

best to seek medical help, the Health and Social Care Board identified the

need to run a major public awareness campaign.

Following pre-campaign research, a Choose Well public awareness

campaign was developed which aimed to inform, educate and influence the

public about how best to use emergency and urgent care services. The

campaign ran from October 2013 – March 2014.

By choosing the service that best meets the individual’s needs will enable

people to be seen more quickly and ensure that urgent care services, such

as Emergency Department and 999 services, are kept free for those who

really need to use these services. The campaign was developed to assist

the wider HSC in winter planning and ensuring services are as effective and

accessible as possible.

In Year 1 a comprehensive campaign was delivered within tight deadlines.

This included:

Developing digital channels and tools

Five tailored Choose Well leaflets and posters delivered

extensively to health and community settings across Northern

Ireland

Audio version of the leaflet – an audio version of each Choose

Well leaflet is available online and in hard copy.

Translations of the leaflets into Polish, Lithuanian and Portuguese

Television advertisements – There were 4 ads produced: Self-

care/Pharmacy, GP, a MIU and 999. The TV ads ran for a total of

6 weeks

Press advertisements – ran in the four daily newspapers – Belfast

Telegraph, Irish News, Newsletter and Daily Mirror

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Northern Ireland Ambulance Service advertising – Choose Well

adverts were placed on Ambulance vehicles in the Belfast and

South Eastern Trust areas and are still running

Online – NI Direct is the official website for Choose Well.

Social Media

Press coverage - there was significant coverage of Choose Well in

the local and daily papers, as well as some coverage on the

broadcast media.

9.5.1 Evaluations of Year 1

The Choose Well Campaign was independently evaluated by Millward

Brown in terms of public awareness and performance of the

campaign.

Key findings:

Nearly 6 out of 10 people were aware of the campaign which is

positive for a new campaign.

87% people believed the advertising was clear in its

communications

77% of people said as a result of the advertising they felt aware of

the full range of medical care services in Northern Ireland (this was

strongest amongst women and also strong amongst the 25+ age

groups).

76% of people feel said that they were more able to choose the

appropriate medical care service as a result of the advertising (this

was consistent across the demographic profiles and women were

particularly in agreement with this view).

9.5.2 Development of Campaign

The findings from the independent post campaign evaluation

demonstrate that the campaign was successful in raising awareness

of the range of services available and how best to use them

appropriately. In Year 2 of the campaign we will aim to build on this

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foundation with an increased emphasis on influencing behavioural

change.

The Year 2 campaign will comprise of a targeted and integrated mixed

media campaign utilising and building on existing campaign materials

(TV adverts, outdoor adverts, press adverts and information leaflets),

together with the development of new advertising in line with this

year’s proposed objectives and outcomes.

Year 2 of the campaign will run from November 2014 – March 2015.

The campaign has wide support across the Department of Health,

Social Services and Public Safety, Health and Social Care Trusts,

Public Health Agency, British Medical Association, Community

Pharmacy NI, Patient Client Council, local Councils and the voluntary

and community sectors.

9.6 Emergency planning

It is essential there is a coordinated, multi-agency approach to

communications in place in an emergency situation. Communications can

play a critical role and assist health organisations and emergency services,

in warning and informing the public and minimising risk.

A good flow of information will ensure that patients, service users, staff,

carers, the media, stakeholders and the wider public are kept fully informed

through a range of channels.

This approach helps avoid an information vacuum as the media and wider

public will not be relying on unconfirmed and unsubstantiated reports on

social media and other channels.

There is a communications section in the overall emergency plan. It is

important this is reviewed and developed on an annual basis.

9.7 Business continuity

In a major event, an effective communications can help ensure that staff,

Health and Social Care organisations, and partner organisations are fully

informed about the situation; receive the information they require to maintain

core services; and have access to a number of channels to get the latest

updates.

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It is important that the business continuity arrangements are reviewed and

developed on an annual basis.

10. Public affairs

It is essential that the Board is fully aware of the wider environmental context in

terms of developments and debate at Health Committee; in the Northern Ireland

Assembly; governmental policy; wider HSC and national developments in Health and

Social Care.

It is also important that Directorates engage with key stakeholders to ensure they are

informed and engaged, and their views are used to shape the planning, design and

provision of Health and Social Care services as appropriate.

10.1 Areas for development

In addition to the range of communications options included in the overall

strategy, the following public affairs channels will be developed through the

work of:

10.2 Stakeholder database

A comprehensive database of key stakeholders, including media and

political contacts has been developed. This is invaluable for communicating

with stakeholders in relation to major pieces of work, eg. consultations, or in

relation to developing issues.

The stakeholder database will be reviewed on an annual basis. E-mail lists

will also be set up on the new media management system.

10.3 Ezines

A range of HSCB eZines are currently published and issued to relevant

stakeholders including; Transforming Your Care; Integrated Care

Partnerships, and Physical and Sensory Disability.

It is envisaged that when the Board’s newly developed website goes ‘live’

late 2014, one overarching Board eZine will be produced to capture and

promote all Board developments and ongoing projects and issued publicity

to all stakeholders. To avoid diluting the Board’s brand; duplicating

messages; and sending multiple publications to the same stakeholders;

requests to publish separate e-zines in relation to specific pieces of work will

only be considered if there is a strong business reason for doing so.

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Approval must be granted by the relevant Director and the Head of

Communications. The stakeholders list will be revised periodically

accordingly.

10.4 Face to face briefings with political stakeholders

Political stakeholders are authoritative and influential voices on Health and

Social Care issues.

It is therefore important that the Board has in place effective mechanisms

and channels to brief key political stakeholders, including the Health

Committee, on a range of important Health and Social Care issues.

During 2013/14 Directorates set up briefings with political parties on major

pieces of work including Statutory Residential Care homes and Transforming

Your Care.

A scoping exercise will be carried out in 2014/15 to look at how the Board

can develop these channels further.

10.5 Environmental scanning

It is essential for the Board to be fully aware of any media coverage or

political commentary that impacts on Health and Social Care.

A daily digest of all relevant media articles and broadcasts is circulated to

SMT and key staff.

Communications staff also monitor the Health Committee and Assembly

debates and draft and circulate an overview of key issues.

10.6 Consultations and Stakeholder Engagement

The Board is involved in various public consultations throughout the year.

The Board’s policy ‘HSCB Consultation Process’ provides guidance for staff

on when and how to consult -

http://intranet.hscb.hscni.net/documents/Policies/Public%20Consultation/HS

CB%20Consultation%20Process%20-%20PDF%20121KB.pdf.

The communications team will support Directorates by providing media

management for public consultations (including drafting press releases and

statements and managing interview bids and briefings as appropriate);

ensuring the website is updated with relevant documents supplied by the

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Directorate; placing public notices; advising on display material and

managing photography as appropriate.

General guidance on the management of public meetings (including booking

venues, registration etc.) and stakeholder engagement (including collating

stakeholder lists, drafting letters, setting up meetings; and organising focus

groups) will be included in the Communication Toolkit but this is for guidance

purposes only and further direction should be sought from within the relevant

Directorate and from the BSO Equality and Diversity unit.

10.7 Advertising

Campaign advertising - Each year the Executive agrees an Executive

Advertising Programme with clear links to the Programme for

Government. The Department of Health, Social Services and Public Safety

then invites HSC organisations to submit a list of media campaigns that they

are considering to fund in the following financial year. The proposals are

considered in the context of overall spend on campaign advertising and the

Department then gives each organisation an authorised expenditure limit for

the organisation to fund its campaigns.

All proposals for campaign advertising proposals must comply with this

process. The HSCB communications team will liaise with Directorates on an

annual basis to compile a list of proposals for submission to the Department.

Any proposals approved by the Department must then be submitted to SMT

for formal approval, with a clear outline of the baseline evidence and

rationale for the campaign; identified funding streams and resources to run

the campaign.

General advertising - On occasions, requests to advertise the

Board’s or a Partnership logo on promotional materials may be

approved if funding is available within the Directorate’s budget.

Approval for this form of advertising should be sought from the

appropriate Director.

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11. Internal communications

Good communication leads to more effective working, improved reputation and

stronger relationships. The findings from a recent HSC staff survey highlight the

importance of ensuring that the valuable contribution and role that staff play is fully

recognised.

In line with the Board’s Corporate Plan for 2014/5 and 2015/16, all Directorates have

a responsibility to maintain and develop internal systems and processes to maximise

the potential of staff by ensuring that they are skilled, motivated and valued.

It is also essential that internal communications channels are developed to ensure

staff are fully informed of key developments and information which impact on their

role and the overall work of the Board and wider Health and Social Care system.

The Board currently has a number of key internal communication mechanisms in

place and it is planned to develop and build on these further.

11.1 Digital communications

There are number of digital communications channels available to the Board

which will ensure that staff receive the information they need, quickly and

cost-efficiently.

o Health and Social Care Board intranet (inTouch)

Given the geographical spread of staff working for the Board and the

potential of the intranet as an effective communications and

information resource, redevelopment of the current Board intranet

site is underway to make it a more effective and mainstream internal

communications tool. The new site will be given a ‘new look’ and will

be rebranded to make it more appealing to users.

It is proposed that the site will contain a news section, which will be

updated regularly with articles, photographs, vox pops and blogs, to

ensure that staff are kept fully informed and updated.

To promote awareness and to encourage greater use, it is proposed

to have the home page of the new site as the default page on all

staff computers.

o Podcasts via the intranet

Podcasts on specific issues will be developed as a communication

tool to staff.

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o Health and Social Care Bulletin (staff magazine)

The HSCB Bulletin (quarterly staff magazine) provides a useful

communication tool to highlight matters discussed at Board

meetings, key developments and announcements and the sharing of

Health and Social Care initiatives across directorates and disciplines

together with contact points for further information/involvement. In

light of the planned development of digital communications

channels, the current style, content and format of the HSCB Bulletin

will be reviewed.

o Regional communications

Regionally developed publications, for example NI Health Matters,

will be shared with staff and, where appropriate, incorporated onto

the “Latest News” page of the intranet.

11.2 Staff induction programme

o Corporate induction programme

It is planned to include a section on communications in the planned

corporate induction programme for new members of staff.

The Communications Toolkit will also be incorporated within the programme.

11.3 Face to Face

Face to face communication has an important role to play in two-way

engagement and in developing relationships across all teams and

departments. It also provides an opportunity for staff to ask questions and to

express views.

Face to face communications will include a range of formats:

o Chair and Chief Executive and briefings

It is proposed that the Chief Executive and Chair will hold briefing

sessions, as necessary, with core groups of staff on key issues.

This will be facilitated in Belfast and also in local offices – Northern,

Southern and Western.

o Senior staff visits

To be developed in parallel with CX briefings as an opportunity for

senior staff to meet with staff working across the organisation at

different offices.

o Staff information sessions

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Staff across the Board’s geographical locations will continue to be

kept updated and informed on key issues through a planned

programme of information sessions which may be led by the Chief

Executive or appropriate director or commissioning lead.

o Team briefings

Each Director is responsible for ensuring that staff are kept

appraised and up to date on corporate and Directorate objectives

and on their individual directorate work programme and priorities.

Staff meetings should provide an opportunity for staff to get involved

and engaged in Directorate plans and promote two-way

communication.

11.4 Corporate logo and brand

Branding and the use of a corporate logo is an invaluable way of

communicating to the wider public what the HSCB, LCGs and other projects

and partnerships stand for. Its consistent presence can develop a wider

recognition for the organisation and if used in the correct way, it can instill

public confidence in an initiative, project or campaign.

The HSCB logo is the cornerstone of our brand identity. It is our signature;

the mark of ownership of our messages. Using it appropriately is therefore

very important.

In order to ensure that Board staff and other organisations are aware of how

to use the Board brand and logo correctly and consistently across all

applications, guidance will be developed and included in a new overall

Communications Toolkit.

The guidance will cover details on when to use the Board logo including

internal publications/promotional materials; gaining approval to use the logo;

and what to do when materials are produced jointly with other organisations.

It will also include guidance on how to use the logo, including typefaces,

colours, size etc.

11.5 Project and Partnership Support

The communications team currently provides support to over 100 projects

and partnerships of which the Board is the lead organisation. Most of these

involve partner organisations from the voluntary and statutory sector.

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These projects are invaluable in providing strategic direction for the delivery

of vital Health and Social Care initiatives right across Northern Ireland.

In order to ensure that the appropriate level of communications support is

provided to projects and partnerships at the right time, in the right way, a

new system of prioritising activities will be implemented.

The system has been approved by the senior management team and will be

implemented to ensure more targeted and focused communications support

for identified priority projects. This will also ensure that the communications

agenda is in line with the Board’s key priorities for the year.

Details of the new system will be shared with relevant staff and guidance will

be included in a new Communications Toolkit which will be made available

on the Board’s intranet site.

11.6 Spokespersons and Media Training

It is essential that the Board has a comprehensive panel of spokespersons

who can provide interviews on a range of issues. This is important for

explaining often complex health issues to the wider public. It is also vital for

maintaining and building public confidence.

Media training has been provided to a number of senior staff across

directorates in 2013/14 year.

It is proposed to develop this further and offer media training to the Senior

Management Team (SMT) and Assistant Directors and key staff (identified

by SMT) to develop skills, experience and confidence in speaking to the

media. Media training needs will be reviewed on an annual basis.

11.7 Systems to support media liaison

It is important to have IT systems which support effective communications

and media management.

A comprehensive media management system which will support the

communications team and the wider organisation will be implemented in the

2014/15 year.

The system will help manage and integrate both internal and external

communications and ensure a consistent and coordinated approach. The

system will provide all relevant information in one location and make best

use of the team’s skills and resources by enabling greater teamwork,

efficiency, consistency, management and reporting.

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A review was carried out of the media monitoring arrangements and a new

contract was put in place in 2013/14 to ensure that the communications

team, Senior Management Team (SMT) and key senior staff are fully

informed of all relevant Health and Social Care press coverage.

12. Implementation

Action plans have been developed (See Appendix A and B) with timeframes and

identified leads to ensure the implementation of this strategy.

Working groups have been set up to take forward specific areas of work, for example

the development of the internet and intranet site and Choose Well campaign.

13. Monitoring, evaluation and review

The three year strategy will be reviewed and updated at the midway point –

September 2014 and at the end of the strategy March 2016. The action plans will be

reviewed on an annual basis.