Communications Strategy 2019/20 - Where YOU come first - James Paget University Hospital
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Communications
Strategy 2019/20
Where YOU come first
www.jpaget.nhs.uk Communications Strategy 2019/20 Page 1
Page 2 Communications Strategy 2019/20 www.jpaget.nhs.uk
Placing communications at the
heart of our ambition
Introduction
Communications plays a key role in helping an organisation achieve its vision and objectives.
The Trust’s last Communications Strategy was written as we entered a ‘new phase of operational,
financial and organisational challenges.’
Two years on, we are now firmly in the midst of these challenges – and communications will
play a key role in helping us meet them by ensuring that our staff, patients, the public and other
stakeholders are kept informed about how our organisation is evolving, as both a stand-alone
organisation and part of a wider healthcare partnership, while continuing to provide them with
quality healthcare.
This new strategy builds on the communications work of the last two years, where significant
steps were taken including:
• enhancing staff briefings. This included the relaunch of the monthly Leadership Brief
as ‘Paget Brief’, opening it up to all staff, with a new-look, more staff presenters and
incorporating video. The weekly Friday Notices e-mail was also significantly enhanced,
following feedback from staff to make it easier to access.
• significant growth of our social media audience, particularly on Facebook, where we promote
the Trust’s good work and engage with our patients and their families, and our staff.
• enhanced processes to ensure timely web updates, providing better quality information for
our patients
• improvements to the Trust’s quarterly publication for staff and patients, Making Waves, and
enhancements to key annual events including the Annual General Meeting and Remarkable
People staff awards.
It is on these firm foundations that the new Communications Strategy is built.
The strategy supports the Five Year Strategy and its four key objectives, which are aimed at
helping deliver the Trust’s vision of “being an innovative organisation delivering compassionate
and safe patient care through a well-led and motivated workforce.”
It is also informed by a range of strategies - Quality Improvement, People Strategy, Education
and Research, all of which were published or refreshed in 2018. It is also influenced by the
work of the Norfolk and Waveney Sustainability and Transformation Partnership (STP) which is
bringing health and social care partners in the area together to create a healthcare system which
is sustainable for the future.
The strategy has both an internal and external focus, reflected in the accompanying action plan
which contains areas of work which are aimed at moving communications forward over the next
two years within the resource available.
www.jpaget.nhs.uk Communications Strategy 2019/20 Page 3
Context Principles of communication
In any communications strategy, it is essential The following principles will govern
to consider the current environment facing all our communications activity:
the organisation, to help develop appropriate • All communications will be open
communications objectives: and transparent, in line with our
■■ Political and economic: the Government values
has announced a funding increase for the • All messages will be clear, accurate,
NHS of £20.5billion over the next five years focussed, appropriate for their
yet finance remains extremely tight, with the audience(s) and written in plain
majority of acute providers, including our Trust, English
operating in financial deficit. There remains a
drive to improve current performance while • Information will be issued in a
designing sustainable healthcare models for timely manner
the future. This will be achieved by working • We will adopt a “staff first…”
closely in partnership with other healthcare approach with all our
organisations across Norfolk and Waveney as communications, wherever possible
part of the Sustainability and Transformation so that they have important news
Partnership (STP), with performance reviewed first
on a system basis. • NHS national identity guidelines
■■ Social: demand continues to rise due to an will be strictly adhered to, ensuring
ageing population, with people living longer, consistency across all channels
often with complex health needs. In 2018/19, • The emphasis will be on two-
the Trust experienced its busiest winter and way communication, facilitating
during the course of the year there were more engagement with key audiences,
than 80,000 attendances to our Emergency including face-to-face, digital
Department – a 9% increase on the year channels and a staff app
before. This was followed by a prolonged
summer heatwave which put additional strain • We will ask our staff what they
on services. think and encourage them
to be part of our continuous
■■ Technological: there is always a drive to improvement, supporting us to
use technology to its best effect to improve provide the communications
patient care and efficiency. There is now a service that meets their needs as
particular focus on ensuring that IT systems far as possible
across entire healthcare systems are integrated,
• Diversity and inclusion will be
to streamline processes and improve efficiency,
considered in all that we do
and a move towards a ‘paperless’ NHS. From a
to ensure our messages are
communications perspective, developing digital
reasonable and understandable for
channels to both inform and engage with our
all groups.
staff and patients remains key.
Communications and the Trust’s
■■ Environmental: the Trust continues to review reputation are the responsibility of
and enhance its long-term site strategy, to all staff, not just
reflect both the needs of our local patients the corporate
but also the system wide development of new communications
models of healthcare. team. Therefore,
■■ Regulatory: The Trust will need to ensure it we will look for
responds effectively to its annual Care Quality every opportunity
Commission (CQC) inspections - rated the to empower our staff to communicate
hospital as ‘good’, and continues to show its with their colleagues and patients,
ambition by aspiring to be ‘outstanding.’ providing them with appropriate
messaging, channels and tools.
Page 4 Communications Strategy 2019/20 www.jpaget.nhs.uk
Setting objectives
The communications objectives have been set to complement the Trust’s strategic ambitions
contained within its Five Year Strategy, the current operating environment and on going
collaborative work as part of the STP.
They have been designed to help the Trust improve patient experience, support staff to deliver
patient services and boost morale, support staff health and wellbeing and highlight positive
work to benefit patients and their families. The objectives are as follows:
1. Proactively support health and wellbeing initiatives for our staff while
promoting equality, diversity and inclusion, to continue developing a
caring culture built on long-standing values and behaviours.
Key actions under this objective will largely focus on supporting the work
of our Organisational Development team, which will be undertaking a The badges are just one *Lesbian, gay
major staff engagement exercise over the next year. The aim is to support
way to show that this is an bisexual, transgender
open, non-judgemental and and the + simply
inclusive place for people that means that we are
identify as LGBT+* inclusive of all
staff health and well-being and ensure the organisation continues to
identities, regardless
If you see someone wearing
of how people define
one you can ask them about it.
themselves.
The Rainbow Badge initiative originated
at Evelina London Children’s Hospital
develop to become fully inclusive.
to make a positive difference by promoting
a message of inclusion.
Supporting strategies/documents:
Five Year People Strategy; ‘Attentively Kind and Helpful’ – Values and Behaviours;
Equality, Diversity and Inclusion Strategy
2. Develop our internal communications methods/
channels, with a particular focus on raising the
profile and accessibility of the Trust’s leadership,
to foster improved staff engagement.
Key actions under this objective will again
have a focus on supporting the work of our
Organisational Development team by, for
example, developing a network of Engagement
Champions across the hospital to help cascade
information and act as a panel of ‘critical friends’ to improve Trust-wide communications.
Actions will also include reviewing and enhancing our existing internal communications
methods as well as working with other teams to explore and introduce new channels such
as a staff app and confirm an intranet/document management solution.
Supporting strategies/documents:
Five Year Strategy – Ambition 2; Quality Improvement Strategy; ‘Effective and
Professional’ – Values and Behaviours; Board of Directors 360 Degree Leadership
Development Action Plan
3. Support key areas of Trust business to maintain the Trust’s reputation
as a resilient and innovative provider of quality local health services,
committed to continuous improvement.
Actions under this objective include working with divisions/
departments across the hospital to ensure that key elements of strategy
implementation receive appropriate communications to demonstrate
how they contribute to the organisation’s overall continuous
improvement, for the benefit of our patients. This will include updates
on our estates plans for the hospital’s development; education and
workforce plans for recruitment and ‘growing our own’ workforce;
and the re-launch of the Trust’s charity which will provide an income stream to be used to
develop patient services.
Supporting strategies/documents:
Five Year Strategy - Ambitions 1, 2, 3 and 4; Quality Improvement Strategy; Five Year
People Strategy; ’Effective and Professional’ – Values and Behaviours
www.jpaget.nhs.uk Communications Strategy 2019/20 Page 5
4. Continue to develop our existing social media channels, improve
accessibility of our website and explore increasing our digital footprint to
give our staff, patients and public more opportunity to engage with us.
Key actions under this objective include a programme of marketing for
the Trust’s Facebook page to both patients and staff, to increase followers,
as well as develop its use for promoting the Remarkable People awards;
conducting a survey of patients and staff to inform improvements to the
Trust’s website; and updating our photographic library.
Supporting strategies/documents:
Five Year Strategy - Ambitions 1, 2, 3 and 4; Five Year People Strategy; ‘Responsive
Communication’ – Values and Behaviours
5. Work in partnership with communications colleagues across
the Norfolk and Waveney Sustainability and Transformation
Partnership (STP) to:
- communicate and engage with staff, patients and the public as new
models of healthcare are developed to create sustainable services for
the future
- support national NHS communications campaigns aimed at illness
prevention, demand reduction and self-care.
Key actions under this objective include continuing to work with
communications leads at other NHS organisations across Norfolk
and Waveney, including the other two acute hospitals, to ensure
that developments are communicated to staff and patients and,
where required, appropriate engagement takes place.
Supporting strategies/documents:
STP In Good Health plan; Five Year Strategy – Ambitions 1 and 4;
Five Year People Strategy; ‘Responsive Communication’ – Values
and Behaviours
Alongside the delivery of this strategy, the Trust’s communications team will continue with its
annual work programme which includes production of the Annual Report and organisation of
the Remarkable People staff awards. As such, any additional work will only be taken on if it
supports one or more the Trust’s priorities.
A full action plan will support delivery of this strategy and progress will be monitored through
the current monthly updates to the Board of Directors.
Page 6 Communications Strategy 2019/20 www.jpaget.nhs.uk
Paget On A Page:
Annual Report Summary 2018/19
Regulated by:
Our Hospital NHS Improvement Our Leaders Our Staff 2829 (full time equivalent)
Inspected by: Anna Hills, Chief Executive
Care Quality Commission “We improved our hospital
Improvements
Current rating: Good while maintaining a quality
service for our patients.” • New
Our Patients Ambulatory
Anna Davidson, Trust Chair Care Unit
2016/17 2017/18 2018/19 “The last year was significant in
Elective inpatients 5,189 4,022 4,048 developing the partnerships that
Day cases 31,599 31,342 32,562 will help us thrive in the future.”
• New and
Non-Elective 25,894 27,525 29,476 improved
Outpatients 210,920 204,515 220,014 catering
A&E 74,820 77,678 80,866 Money Feedback facilities
Projected deficit of: Complaints
£8.5 million 2017/18 173 • New guest
Wi-Fi
Reduced to: 2018/19 225
£5.6 million
After achieving financial targets Compliments
• Creation of
Savings achieved: 2017/18 512 Memory
£9.7 million 2018/19 658 Walk
Environment
For more info visit: www.jpaget.nhs.uk
• Total CO2 emissions from use of gas/oil/electricity reduced
www.norfolkandwaveneypartnership.org.uk
• 56% of electricity generated on-site through green
technologies – up 4% on last year @JamesPagetNHS
/JamesPagetUniversityHospitals
© July 2019 James Paget University Hospitals NHS Foundation Trust Review Date: July 2020 version 1 Page 8 Communications Strategy 2019/20 www.jpaget.nhs.uk
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