3. External Communications and Engagement … · Web viewEngagement Strategy Version: 4.0 Prepared by: Camille Gamble, Communications NCC Date: 7 April 2015 Contents Page Introduction3

Wellbeing Community Interest Company - 3. External Communications and Engagement Strategy

FINAL VERSION

Wellbeing Community Interest Company

External Communications and Engagement Strategy

Version: 4.0

Prepared by: Camille Gamble, Communications NCC

Date: 7 April 2015

Page 1 of 9 Last updated: 07/04/2015


Contents

Page

1. Introduction 3

2. Purpose of the strategy 4

3. Communication and engagement objectives 5

4. Communication and engagement principles 7

5. Communication and engagement plan 8

6. Budget 8

7. Evaluation 9



1. Introduction

Northamptonshire County Council (NCC), Northamptonshire Healthcare NHS Foundation

Trust (NHFT) and the University of Northampton (UoN) are working together to form a

Community Interest Company (CIC) through which to deliver health and wellbeing services.

Each of these organisations brings something unique to the new Wellbeing Organisation and

we will be working with residents, service users, staff, politicians and other key stakeholders

to create an exciting new model for delivering integrated health and wellbeing services in the

County.

Health and wellbeing services should be designed around the holistic needs of residents and

the community. Physical and mental wellbeing should be seen as interdependent with each

other; and with social wellbeing. The creation of new integrated service arrangements and

organisations will bring together the best of experience from the NHS, local authority and

academia. New fit for purpose services will be created based on our residents’ needs and

behaviours and that will offer greater individual choice which is more responsive to their

demands, whilst being affordable.

The three founding organisations have extremely ambitious plans to develop

Northamptonshire into a nationally recognised beacon of excellence for its commitment to,

and delivery of, a holistic health and wellbeing service for its community. In this time of great

change and with ever increasing demands on health and local authority services NCC,

NHFT and the UoN face the joint challenge of finite budgets and rising demand. Therefore

the three founding organisations are working together, and with a wide range of other

organisations, to develop new and innovative ways of improving the wellbeing of the

population of Northamptonshire and achieve the best positive health and social care

outcomes for our residents, service users and carers.

Potentially, as a community interest company, the new Wellbeing Organisation would be free

to explore opportunities for growth, providing services and outcomes for an ever-growing

customer base. Any profit that it makes will be invested back into delivering the desired

outcomes.



An Executive Project Board has been established to review the work being undertaken and

the proposals being developed, and to ensure that they are in the interests of services, staff

and the local community.

Staff, service users and stakeholders need to be aware, and involved where appropriate,

about the changes and improvements to the services they receive and therefore a specific

Communication and Engagement work stream has been developed.

Strategic Aims of the Wellbeing Community Interest Company

A number of strategic aims have been identified for the Wellbeing Community Interest

Company which are to:

deliver demonstrably better patient/resident care and support

improve staff engagement and morale

be economically, socially and environmentally sustainable

offer opportunities for external investment

offer an opportunity to diversify the range of services

extend the geographic area of where they are delivered

have the ability to compete for commissioned services

generate a surplus income, which is reinvested, whilst reducing costs

add value to the services delivered, for both patient/resident and stakeholder

be a 24 hours a day 365 days a year service

have a significant emphasis on digital media as well as virtual

be a local service based in Northamptonshire

2. Purpose of this Strategy

2.1 NCC, NHFT and the UoN recognise that first class communication and engagement

are fundamental in our performance and ability to deliver an exceptional and fit for

purpose Wellbeing service.

2.2 To achieve this, strong relationships must be built with staff, residents, politicians,

service users and other key stakeholders; and effective methods of communicating

and involving people in the decision-making processes. Staff and public confidence

develops from trust, and trust builds on integrity and competence. Therefore the



successes must be communicated and any crises openly handled effectively if the

residents, staff and stakeholders are to support the three organisations in developing

and improving the local health and wellbeing services

2.3 This strategy outlines NCC, NHFT and UoN’s approach for communicating to and

engaging with staff, residents, politicians, service users and other stakeholders from

across the three organisations about the new Wellbeing Community Interest

Company.

2.4 The communications channels, messages and engagement activities to be used will

be tailored to each of the above groupings, including any sub groupings, so that

effective. informative and evidence based communications and engagement can be

delivered.

3. Communications and Engagement Objectives

To support the Wellbeing CIC in delivering its strategic goals the objectives of the

communications and engagement workstream will be to:

Deliver coordinated communications and engagementTo plan, agree and deliver joined up and aligned communications and engagement by

NCC, NHFT and UoN.

Produce individual internal communication and engagement plans To produce individual internal communication and engagement plans for NCC, NHFT and

UoN.

Deliver tailored effective communications

To ensure that all messages are appropriate for the audience and that they are consistent,

timely, and effective. Messages are to be delivered using social marketing techniques and

the most appropriate communication's channel for each audience.

Inform people

To ensure all staff, residents, stakeholders and politicians are fully informed about the

project to establish a Wellbeing Organisation, its key objectives and impact on them.



Promote engagement

To promote involvement, consultation and engagement opportunities in the project with

staff, stakeholders, residents and politicians to ensure that the deliverables of the project

are achieved.

Share ideas and innovate

To exchange information and share ideas for delivering WCIC communications and engagement.

Build confidence and trust

To build confidence and awareness in the project; and the ability of the project team to

deliver its key aims and objectives.

Manage expectations

To manage the expectations of the key staff groups, residents, stakeholders and

politicians through all stages of the project; including countering any negative comments or

misinformation that may appear during the course of the project design and delivery.

Encourage feedback

To devise suitable ways to encourage structured feedback into the project.

Develop a Brand and Identity

To advise and contribute to the development and design of the WCIC branding and logo.

Promote the Culture and Values

To advise on and promote the Wellbeing Organisation's culture and values programme.

Develop a Future Operational CIC Communications Model

To develop and coordinate a longer term approach for the delivery of communications

once the WCIC is operational.



4. Communication and Engagement Principles

NCC, NHFT and UoN will communicate a clear vision of the improvements they want to

make and engage with all staff, residents, politicians and stakeholders to ensure that their

views are taken into consideration. The following principles will be adhered to for all

Wellbeing CIC communications and engagement:

The three organisations will be open, transparent and honest.

All communication and engagement – whether spoken, written, electronic or via social

media – should be clear, easily understandable, timely and up to date.

All communication and engagement will be relevant to stakeholders.

Communication and engagement will be innovative and cost-effective.

All communication and engagement will be consistent with the strategic aims of the

Wellbeing CIC

Communication and engagement should reflect the needs of all communities, and

therefore will work in an inclusive way that respects equality and diversity. This

includes taking into account hard to reach groups within Northamptonshire.

Communication and engagement should based on intelligence, so that messages can

be targeted and tailored to ensure they are delivered to the right people, in the right

way and at the right time.

Staff will be kept informed of and engaged with the Wellbeing CIC activity rather than

having to rely on the media to get information.

A brand will be developed that establishes the Wellbeing CIC with its own identity.



5. Communications and Engagement Plan

5.1 Effective communications and engagement are essential throughout the lifetime of

the project to ensure that there is a good understanding of the aims and benefits of

the project and to deliver any outcomes.

5.2 The communications message and engagement activities will change over the

course of the project and will develop in line with the project itself in key phases:

Phase One: Pre trading

May – September 2015 Initial consultation and engagement will

focus around the development of the CIC

Phase Two: Post contract transfer

October 2015 – March 2016 Detailed consultation and engagement

focusing on service users; including those

service users who receive ongoing services

in phase one, and on promoting the new

Community Wellbeing Service

Phase Three : Full trading

April 2016 – June 2016 Consultation and engagement activities will

promote the benefits that the Wellbeing

Organisation is bringing, and focus on any

service specific areas.

6. Budget

As a community interest company, the new Wellbeing Organisation would be free to win

business from other organisations and provide services and outcomes for an ever growing

customer base. Any profit it makes must be invested in delivering wellbeing outcomes. This

means the more successful this organisation is the more it can deliver for less core

investment.



7. Evaluation

7.1 Criteria for evaluating the success of this strategy includes:

Informal and formal feedback from residents/service users/staff/stakeholders

Formal feedback from the Executive Project Board

Number of staff/stakeholders attending engagement workshops

Level of engagement resulting from consultation

Number of hits on website; once implemented.

Favourable media coverage

7.2 Measuring the effectiveness through the above will help us to develop a more

accurate picture of how our communications and engagement are received and

therefore set more meaningful targets for future work


Documents

3. External Communications and Engagement … · Web viewEngagement Strategy Version: 4.0 Prepared by: Camille Gamble, Communications NCC Date: 7 April 2015 Contents Page Introduction3