Outline Communications Strategy



OUTLINE COMMUNICATIONS STRATEGYShared decision making implementation programme1Context:Provide a bit of background to your project as a backdrop to the communication strategy. Outline who you are and what the project is trying to achieve for your patients, health care professionals and the organisation.2.Objectives:Your objectives should ensure that your communications strategy is project driven rather than communications driven. Your communications activity is not an end in itself but should serve and hence be aligned with your implementation programme objectives. Ask yourself what you can do within communications to help your project achieve its core objectives. Examples might include: To raise awareness and understanding of the positive changes and benefits that shared decision making will bring to patients, healthcare professionals and the organisation. To engage staff within the shared decision making implementation team/s and keep them up to speed with the project plans and progress against them. To encourage patients/public to get involved in the initiative and understand the benefits of shared decision making.To manage expectations by providing a realistic view of the change and what will be happening and when.To ensure that shared decision making is viewed as a resource that is supporting the transformation of services offered by the organisation and that patient care and experience is improved.To ensure communication is focused, consistent, timely and effective3.AudiencesIt might be useful to complete a stakeholder mapping exercise before you complete this section. You are aiming to identify those audiences with whom you need to communicate to achieve your objectives.Examples might includeThe core clinical teamCurrent and future patients and their family and/or carersThe wider clinical teamClinical staff across the organisation/patient pathwayMiddle management and support staffExecutive BoardCommissioners3.Key MessagesMessages may vary during the lifetime of the project (slippage, unexpected change) however strategic targeting and consistency are key to your project’s promotion. Creating a comprehensive case covering all the key messages, and emphasising the different elements of the project for different audiences is very important.To maximise impact you should be able to summarise the project’s benefits in three brief, key points which can be constantly repeated. Remember that storytelling is a powerful method of communication: use interesting narrative, human interest stories and arresting imagery. The ‘Ask Three Questions’ approach of the MAGIC project is a key example in shared decision making.munication Tools and Activities ApproachesThere are many different communication & social marketing techniques you could use, and learning from other parts of your organisation or other projects can be really helpful in fast tracking your project communication strategy. Many people will be happy to share their literature and experiences so it’s worth asking around. External organisations involved in the project (e.g. local authority, voluntary sector) may be prepared to include items in newsletter, websites, meetings etc. Examples of some of the things you might consider include:Face-to-face: Key networks such as trust boards and sub-committees, local forums, user groups/public forums, Staff Side, team meetings, conferences, seminars, presentations, inductions and training sessions.Print-based: General publications and communications produced by the organisation can advertise the project e.g. service brochures, board papers, staff bulletins, annual reports, press releases, leaflets and posters. Electronic and audio-visual: Organisational websites, intranet, e.g. notice boards and news items, weekly/monthly e-mail rmation push – where users will get information directly through face to face presentations/briefings, newsletters, emails, guidance rmation pull – where users can go to a central source for more detailed information that is relevant to them in a particular area such as local intranet and organisation website. Standardise formats/style – in order to foster a strong identity and image for the project, it may be worth developing a set of standardised reporting tools for everyone to use The ‘Ask Three Questions’ format developed by the MAGIC programme is a great example of this. 5.Resources & TimescalesBe clear about the resources you have dedicated to this work and the timescales you are seeking to meet. The key rules to observe are always to deliver what you promise and never over promise. Use your resources and timescales to set legitimate levels of expectations - you may also then wish to outline the case for increased dedicated resources. 6.Evaluation & AmendmentIt’s always a good idea to measure the success of any communication plan and its deliverables. For client surveys, use open questions with appropriate prompts and benchmarks and, if possible, get someone independent to do the work. Consider and discuss the results carefully and use them to amend your strategy. Example questions you might consider asking are: ? What do you read/see/hear? ? What works/doesn’t work? ? What do you want to see more of? ? What information do you need that you are not currently supplied with? ? How often do you want us to communicate with you? While drawing up your strategy, you should involve your team, and on a smaller scale, the entire organisation. Feed the communications strategy into the project’s overall strategy to ensure maximum alignment and efficiency. Target audienceApproach/ObjectivesActionTimingsCore clinical teamand support staffCurrent and future patients and their family and/or carersClinical staff across the organisation/ patient pathway (wider team/s)Middle management (aligned to the core clinical team and wider team/s) Board/ Senior Management TeamCommissionersAssociated organisations- local authority, voluntary sector etc.Other ResourcesImpact Strategy Social media toolkits Strategy Strategy and Stakeholder Analysis ................
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