communications strategy - east surrey hospital · communications strategy 2018 – 21 author: laura...

Communications strategy 2018 – 21 Author: Laura Warren

Head of communications of 23

Communications strategy 2018 - 2021



Contents Page

1.0 Executive summary 3

2.0 Introduction 3

3.0 Strategic context 3

4.0 Communications principles 5

5.0 5.1 5.2

Audiences Internal External

5 6 6

6.0 6.1 6.2 6.3

Staff communication Objectives Communications activities Future activity

7 7 7 8

7.0 7.1 7.2 7.3 7.4 7.5

External communications Objectives Communications activities Future activity Media relations Partnership working

9 9 9 11 11 12

8.0 8.1 8.2 8.3

Digital communications Objectives Communications activities Future activity

13 13 13 15

9.0 9.1 9.2 9.3

Publications Objectives Communications activities Future activity

15 16 17 17

10.0 Brand 17

11.0 11.1

Campaigns SASH+

18 18

12.0 SASH Charity 19

13.0 Challenges 19

14.0 Resources 19

15.0 Measuring success 20

16.0 Conclusion 21

17.0 17.1

Appendices Communications activities: action plans

21



1.0 Executive summary The Surrey and Sussex Healthcare NHS Trust (SASH) communications strategy outlines how the Trust will build on its existing corporate communications strengths, continue to develop organisational messages and maximise the use of a wide range of communications tools to share a cohesive narrative with its audiences. The strategy identifies the challenges faced by SASH, and the wider NHS, in ensuring the delivery of positive and proactive messages about the Trust and the care it provides. It describes the communications approach that will support and continue to raise the profile of the organisation and protect its reputation. It also outlines the communications tools that will be used to promote and publicise the SASH+ improvement work and partnership with NHS Improvement and the Virginia Mason Institute to both internal and external audiences to ensure that SASH+ becomes further embedded as the ‘way we do things here’. The communications tools and channels that will provide the opportunities to further develop and improve corporate communications and engagement across all audiences are detailed within the strategy along with the evaluation of communications activity and action plans.

2.0 Introduction Strong, cohesive and engaging communications underpins the reputation and understanding of SASH; its plans and its culture. Communications that is done well, as well as communication needs that are not met or messaging that does not meet the needs of the audience, will each have an impact on staff morale; public confidence and organisational reputation. Everyone has a role to play in sharing the responsibility to communicate and this communications strategy describes how this will be supported and facilitated and how SASH will prioritise its efforts and resources in communicating and engaging with patients, staff, stakeholders and local people. The SASH communications team has a strong history of delivering professional corporate communications to an audience ranging from staff and patients to the media and stakeholders. This is achieved through the use of a variety of both traditional and digital communications channels and platforms. The team continues to evolve and refine the communications activities that support the needs of the organisation and maximise the opportunities presented by emerging communications tools and trends. This strategy presents expectations and plans for developing communications in support of SASH, its people and its external audiences.



3.0 Strategic context This communications strategy supports the Trust’s five year strategic plan, which is summarised in the strategy on a page (shown below):

Strategy on a page

The strategy on a page, which clearly shows the significance and focus on the patient, is shared across the organisation and is underpinned by the Trust’s vision: We will pursue perfection in the delivery of safe, high quality healthcare that puts the people in our community first. And organisational values:

We value each person as an individual and will challenge

disrespectful and appropriate behaviour Dignity and respect



4.0 Communications principles

‘Reputation is shaped by an organisation’s vision and values, its actions and how it communicates with its stakeholders.’ NHS Confederation

SASH will ensure that its corporate communications activities continue to be:

5.0 Audiences Continuing to engage with and build supportive two-way relationships with our audiences is critical to the ongoing success of SASH’s internal and external stakeholders. SASH has many stakeholders and it is important that the organisation listens, engages and communicates with them as it seeks to deliver its vision and priorities.

We work together and have a ‘can do’ approach to all that we do

recognising that we all add value with equal worth One team

We respond with humanity and kindness and search for things we

can do, however small; we do not wait to be asked, because we care Compassion

We take responsibility for our actions decisions and behaviours in

delivering safe, high quality care Safety and quality

Accessible and

inclusive

Aligned with and meet the

accessible information and

Plain English standards

Aligned to the

Trust’s vision

and values

Clear and

professional

Targeted to meet the needs

of different audiences Accurate, fair and balanced Timely and relevant

Aligned with the

corporate brand

guidelines

Two-way

conversations

Efficient and, where

appropriate, standardised Sustainable



Our key stakeholder audiences are: 5.1 Internal

Staff

Volunteers

Staff governors

Non-executive directors

Trade union and staff-side representatives

Friends of East Surrey Hospital

Radio Redhill volunteers 5.2 External

Patients and their relatives/carers

Governors

Members

Local people

Health partners (local and national): o GPs o CCG colleagues o Acute, community, ambulance NHS

Trusts/organisations o NHS England o NHS Improvement

Social care partners

Sustainability and Transformation Partnership

Care Quality Commission

Political partners: o MPs o Local councillors o Heath and Social Care Overview and Scrutiny Committees o Health and Wellbeing Boards

Third sector; voluntary and community partners

Healthwatch

Media: o Print o Broadcast o Online o Social

SASH Charity supporters/donors



6.0 Staff communication The benefit of strong internal communications is defined as being able to:

‘…boost morale, help create happier employees who are more productive, and allow management to develop ambassadors of the corporation.’ Financial Times

Strong staff communication is important to the success of engagement in any organisation. At SASH, existing staff communications will be built upon to ensure that current successes continue to be reflected in the results SASH achieves in the annual national NHS Staff Survey in both the response rate and ratings for motivation and engagement; feeling that their role makes a difference to patients; and that staff feel recognised and valued and part of a strong team providing high quality care to patients, which consistently put SASH in the top 20% of Trusts nationally. 6.1 Objectives:

To build on existing staff communications.

To encourage and support staff to be part of the conversation and to share stories; ideas; successes and suggestions.

To support leaders across the organisation to communications with their teams.

To provide clear, timely and accessible information.

To facilitate the development of messages, campaign assets and resources to share information.

6.2 Communications activities:

Activity Channel Frequency Status

SASHnet Digital Ongoing Business as usual

Chief executive’s message SASHnet Email Print

Weekly Business as usual

Insight magazine SASHnet Print

Monthly Business as usual

eBulletin Email SASHnet


All-staff messages Email SASHnet

On-demand Business as usual

Screensavers Digital Ongoing Business as usual

Campaigns SASHnet Print Email

Timed to meet needs of each campaign

Business as usual

The Journal Print Digital

Triannual Business as usual

TeamTalk Face-to-face SASHnet




Activity: future Timeframe

Channel Frequency 2018-19 2019-20 2020-21

Communications links network

Print Face-to-face

Weekly

Campaigns:

Making a difference

One team: patient first

Face-to-face Email SASHnet Print


SASHnet poll SASHnet Biannual

MAST Face-to-face Monthly tbc

6.3 Future activity Communications links network: A network of staff from each clinical area/ward and corporate team will be invited to be a communications link who will actively display Trust information and updates in staff and/or public areas in their clinic, ward or workspace. The information will be drafted and materials/assets produced by the communications team who will regularly distribute packs of materials to each communications link for them to update in their area. The corporate information and updates will work alongside the Our SASH+ boards being established across the organisation. Making a difference: This campaign will work across SASHnet and also through face-to-face contact and will encourage managers and staff to acknowledge colleagues/team members who they feel have gone above and beyond in delivering patient care or supporting others and includes all staff (substantive/bank) and volunteers in clinical, non-clinical and support roles across SASH. An area will be developed on SASHnet where staff can visit and leave a note of recognition and thanks for the ‘difference you made to me’ or the ‘difference you made to a patient/relative/carer’. These will be available to view online and will also be sent as a postcard to the individual/team being acknowledged for them to display locally. The postcards will also be made available in each area, ward, clinic or workspace for colleagues to complete and give to other colleagues to acknowledge the difference they made. The postcards will also be available to the executive directors and executive committee to use in response either to actions that they see or thanks/feedback that is shared with them about members of staff who have gone above and beyond in their role.



Managers can acknowledge Making a difference recognition feedback at team meetings and 1:1 meetings with their team member. One team: patient first: a campaign to share, update and brief staff on how the Trust is meeting the standards and business plan objectives around the five domains set by the Care Quality Commission – safe; effective; caring; responsive and well-led, which will provide printed information and a dedicated area on SASHnet. Regular themed updates will be published and shared across the organisation through the communications links network and at TeamTalk briefings. SASHnet poll: will be used to invite feedback and suggestions about communications and other topics affecting them as a member of SASH staff. This can be used to develop and refine communications activities and to get a quick ‘temperature check’ of views on other issues.

MAST: Introduce a communications session within MAST (mandatory and statutory training) to include guidance on dealing with the media; using social media; managing SASHnet content and use of the corporate identity.

7.0 External communications External communications is an essential part of ensuring the Trust protects and enhances its reputation and is often the first impression many people have of the organisation. External communications activities also ensure that the messages and information, and the communications tools and activities, support and assure patients, local people, governors, members and the wider external stakeholder audience including media and social media audiences. 7.1 Objectives:

To raise the profile of the Trust and positively promote its work and reputation.

To proactively promote the Trust as a place to work and receive care.

To ensure patients and other stakeholders receive timely, relevant and accurate information about the Trust.

To listen to stakeholders, respond to their views and adapt our communication methods to suit their needs.

To maintain public confidence in the care and services provided by the Trust.

To maintain good relations with the media and provide media handling advice, training and support to the chief executive, the executive committee, Board, senior managers and staff across the Trust.

7.2 Communications activities:

Activity Channel Frequency Business as usual

Website Digital Ongoing Business as usual

Chief executive’s message Website Email Print




Media:

News releases

Exclusive features

Insight articles

Website Email

To meet needs of business

Business as usual

Social media platforms:

Twitter

Facebook

LinkedIn

You Tube

Instagram

Digital Daily Business as usual

Events:

Hot Topic

Annual General Meeting (AGM)

Face-to-face Quarterly Annual

Business as usual

Information screens Digital Onsite at East Surrey Hospital

To meet needs of the business

Business as usual

Noticeboards Print Onsite at East Surrey Hospital


National award schemes (nominations)

Digital To meet externally set timescales

Business as usual

GP News Website Digital

Quarterly

Business as usual

The Journal Print Digital


Quality Account Website Digital: NHS Choices

Annual Business as usual

Annual report Website Annual Business as usual

Campaign materials Digital Print

Timed to meet the needs of each campaign

Business as usual

Sustainability and Transformation Partnership

Digital

Timed to the meet needs of the partnership

Business as usual

Freedom of Information requests

Digital Email

Daily Business as usual





Media:

Health Matters column (Surrey Mirror)

Print Digital

Monthly

Health Focus magazine Print Biannual

Making a difference – end of year review

Digital Print

Annual

Events: Governor Gatherings

Face-to-face Biannual

KSS School of Physician Associates

Digital Print Face-to-face

tbc

7.3 Future activity Health Matters column: an exclusive monthly column providing health advice and updates to the readers of the Surrey Mirror newspaper and Get Surrey website. Information will be attributed to SASH consultants and specialty clinicians and will align to national and seasonal messages. The column will raise the profile of SASH and the high quality care provided and place SASH as a provider of informed advice and information. Health Focus magazine: see 9.0 Publications Making a difference: see 9.0 Publications Governor Gatherings: an informal social gathering hosted by public and staff governors to welcome their constituents to East Surrey Hospital and introduce them to a series of services provided by the Trust. Clinical teams would be invited to host a stand for the evening and present a brief five-minute ‘report out’ about their specialty to a standing audience. Guests can then find out more and meet members of the team at their stands for informal conversations about their service/specialty. 7.4 Media relations Media relations continue to be a focus for the communications team who seek to build on existing relationships and to develop new contacts and connections. The world of local and national print and broadcast media is an ever-evolving setting. Locally, the impact is often the transient nature of journalists and the reduction in newsrooms and reporters who have less time to spend out in the communities on which they report.



Building relationships and trust is an ongoing need for SASH and will be enhanced by staff engagement in sharing newsworthy stories in a timely way and supporting the crafting of insight features that focus on a specific area of specialism or care. 7.5 Partnership working Sustainability and Transformation Partnership The Sussex and East Surrey Sustainability and Transformation Partnership (STP) brings together 24 organisations involved in the planning and provision of health and care services across the region and includes SASH along with other acute hospital trusts; CCGs; mental health; community services and local authorities. The SASH communications team will continue to work with communications colleagues from across the STP footprint to ensure messages and plans are agreed and delivered collaboratively to support the narrative that no part of the system works in isolation, working together to improve health, wellbeing and services and to make the best use of the available resources. Raising awareness through shared messages helps to ensure that issues, such as system pressures, topics such as winter preparedness and campaigns including flu vaccination are timed and published together across the region. Going forward, this collaborative approach includes the development of a partnership web platform to which each organisation can signpost visitors from their individual websites. KSS School of Physician Associates KSS School of Physician Associates is a collaborative project which supports the development of Physician Associates across Kent, Surrey and Sussex. The communications team has supported the School since its launch in august 2016. As a result of its continued growth and success the School has raised its profile nationally as a centre of excellence for physician associates and is keen to build on this by having dedicated communications specialist support to develop and deliver a communications strategy for the School. The head of communications has been approached by the School’s management team to support their recruitment of an interim senior communications officer for an initial six-month period and to provide ongoing professional oversight for the role. It is anticipated that this oversight support will provide a small income for the communications team in 2018-19.



8.0 Digital communications Digital and online communications continues to evolve and develop and is central to the delivery of communications activities at SASH. Information shared online supports the responsive and timely reputation of the Trust and enables it to communicate with a wide range of audiences through a mix of digital platforms. Guidance on using social media and the corporate rules and approach to the media is detailed in the media and social media policy. 8.1 Objectives

To grow the Trust’s social media audience, respond to their comments and engage positively in digital conversations with them.

To provide clear information, which is convenient to access and easy to find, to our staff and

those who use our public website.

To represent the Trust as a modern and digitally engaged organisation.

To manage and enhance the Trust’s image and online reputation.

To provide clear information, which is convenient to access and easy to find for our staff

through SASHnet and visitors to our public website.

To provide our staff, patients and other audiences with immediate and dynamic information on

a situation which may be urgent or constantly changing.

To encourage and provide easy and accessible ways for patients, visitors and other stakeholders to provide us with feedback.

8.2 Communications activities


Website Digital Daily Business as usual

SASHnet Digital Daily Business as usual

Social media platforms:

Twitter

Facebook

LinkedIn

You Tube

Instagram

Digital Daily Business as usual

eBulletin Email SASHnet


All-staff messages Email SASHnet

On demand Business as usual

Screensavers Digital Ongoing Business as usual

Video Digital To meet the needs of the business/campaign

Business as usual





Website:

Update page template

Refresh use of corporate brand

Streamline content

Digital Ongoing

SASHnet:

Establish Making a difference staff recognition page

Build additional features

Investigate option to link login directory with active directory

Digital Ongoing

Social media:

Increase followers

Extend range of organisations followed

Maximise use of #makingadifference

Twitter and Facebook polls

Training for staff

Digital Ongoing

Video:

Increase in-house video development

Develop training sessions for teams using video regularly

Video tours

Digital Ongoing

Information screens

Procure a new digital screen system

Digital Ongoing

SASHnet poll SASHnet Ongoing



8.3 Future activity Website: a review of the page template structure and a refresh of the layout design will be implemented to include more integrated use of the corporate brand identity colours. There will also be a review and streamlining of content to include removing unnecessary pages and those no longer visited, to aid navigation. The calendar functionality will be extended to enable users to add items directly from the corporate calendar to their personal calendars. Template revisions and additional functionality will incur a development fee. SASHnet: a Making a difference staff recognition page will be developed and published to enable staff to acknowledge colleagues who have gone above and beyond. New features will be built eg a countdown clock for use with campaign messages and the potential to link the SASHnet login directory with the system’s active directory will be reviewed in collaboration with the SASH IT team. Social media: through organic connections and digital conversations we will seek to grow the number of followers and subscribers and the range of stakeholders followed across the social media platforms. SASH staff who use social media and engage with the corporate social media platforms will be encouraged to use the SASH #makingadifference and #oneteam hashtags to extend the recognition and acknowledgment of positive comments and conversations. The use of Twitter and Facebook polls will be trialled to test audience engagement and feedback and opportunities to include social media training guidance as part of the established MAST sessions will be sought (see 6.0 Staff communications). Video production: the communications team will seek to increase the range of in-house produced videos for use alongside external and digital communications channels including developing training sessions for teams currently using videos proactively eg the kaizen promotion office (KPO) and practice development teams along with new video tours of recently developed clinical areas eg the Kingsfold Unit and Surgery Centre to enable patients to have visual information on the areas and the care they provide. Information screens: a new replacement digital screen system will be procured to provide more functionality; improved visual display and a cost saving. The new system will be more flexible with a modern interface to allow for tailored content. SASHnet poll: see 6.0 Internal communications

9.0 Publications The communications team write and publish a range of publications and continue to develop the content, tone and design of each publication to ensure it reflects the SASH brand and meets the needs of its audience.



Publications support the reputation of the organisation and provide audiences with statutory information as well as news and updates. All are published online/digitally and Insight magazine and The Journal are also available as a printed version. 9.1 Objectives

To meet the Trust’s statutory and mandatory responsibilities.

To engage and inform staff.

To share successes and raise the positive profile of the organisation.

To provide accessible information to meet the needs of all audiences.

To promote SASH and provide an insight to the people delivering care.

To provide timely updates and current news about SASH. 9.2 Communications activities


eBulletin Digital SASHnet Email


Insight magazine Digital SASHnet Email Print


GP News Digital Email

Quarterly Business as usual

The Journal

Digital SASHnet Email Print


Annual Report Digital Website


Quality Account

Digital Website NHS Choices



2018-19 2019-20 2020-21

Health Focus

Digital Website SASHnet Print

Biannual

Making a difference magazine


Annual



9.3 Future activity

Health Focus magazine: will be relaunched as a member and community magazine. Originally, Health Focus was part of the Foundation Trust communications strategy. As SASH now has around 10,000 members and a Board of public and staff governors the magazine will seek to provide readers with an insight into the people of SASH and the services and specialist care provided; a look at local NHS news and to share successes. The magazine will be distributed at East Surrey Hospital And across all sites where SASH services are delivered. Funding will be sought for the printing and distribution of the magazine in the community. Making a difference magazine: an end of year review magazine, published in December, that will feature highlights and behind the scenes stories from across SASH. The articles will provide an insight into the range of people that ensure teams can deliver high quality care and who make SASH a success. Narrative and examples will be informed by Making a difference nominations made throughout the year.

10.0 Brand ‘At its simplest and its best a brand is a promise delivered.’ NHS Providers

Brand identity is generally seen to be the visible elements of a brand such as colours; design; logotype and name that together identify and distinguish the brand in the mind of its clients and stakeholders. Surrey and Sussex Healthcare NHS Trust has an established brand identity that is based on a palette of NHS ‘safe colours’. In early 2017, NHS Identity reissued logos to all Trusts; organisations and practices delivering NHS services. The new SASH logo continues to be embedded and it is recognised that many reports and documents carry the incorrect logo and this will require commitment from staff across SASH to correct.

Incorrect (old) logo Correct (current) logo



Brand is generally recognised and defined as what people think of you and your efforts to meet their expectations. Although this is primarily based on their direct experience of care it is influenced by the mainstream media and becoming increasingly influenced by social media commentary and opinion. This communications strategy describes the range of communications activities that will underpin the brand narrative for SASH and enhance the expectations and reputation of SASH. This narrative will, at times, need to offset messages from external sources and media that all stakeholder audiences are receiving and create greater clarity and detail.

11.0 Campaigns The communications team continues to provide bespoke communications plans and action plans for the delivery of SASH campaigns including seasonal campaigns such as flu vaccination and standalone campaigns including It’s not okay and, from 2018, Smokefree SASH. Currently the support provided by the communications team is enhanced by having graphic design skills within the team, which provides SASH with the professional design and digital presentation of graphics to support marketing communications and brand recognition. It should be recognised that if this skillset were to change other resources would need to be funded. 11.1 SASH+

The SASH+ transformation partnership with NHS Improvement and the Virginia Mason Institute is supported by the communications team at both a local and partnership level. The head of communications represents SASH as the communications lead and collaborates with the four other Trusts in the partnership in the production of national communications materials and stakeholder relations. This role includes:

coordinating filming for national video communications

writing articles and features for the national partnership newsletter

developing a communications toolkit

publicising the partnership and achievements Locally, SASH+ is promoted across the organisation including updates and insight into the value stream work and progress and, increasingly, the impact of Lean for Leaders transformation work. Developed by the communications team, the SASH+ brand is embedded and forms an ongoing narrative through established staff communications channels (see 6.0 Staff communications). The communications team also supports the kaizen promotion office (KPO) team with video production of RPIW report outs plus film training for the team to produce their own video assets.



12.0 SASH Charity

SASH Charity and the fundraising manager are part of the communications team with the communications activity for the charity provided and supported by the communications team. This ensures continuity of messages in raising awareness of SASH Charity, fundraising successes and how funds are used to enhance the care given at SASH. The SASH Fundraising Strategy 2018-21details the plans and activities for raising the profile of the charity and increasing the level and value of donations.

13.0 Challenges Delivery of the communications activities action plans will need to reflect any emerging trends in communications channels and options. It is also recognised that the implementation and delivery of the communications strategy will need to be responsive to changes in the NHS landscape and any impact that this has on the Trust including:

motivation of staff and stakeholder audiences to act/respond/engage

lack of ownership to deliver - contributions, campaign objectives; information

reluctance/resistance to change – behavioural or functional

information fatigue – overload of messages and actions required

lack of time to respond to opportunities or activities

ensuring that staff are positive and professional ambassadors for the Trust and managing the impact when this is not the case

potential negative impact on the Trust’s reputation as a result of a negative issues within the local health and social care system

negative media coverage/social media comments and conversations

impact of lobby or protest groups

communications team capacity and resilience

14.0 Resources The communications team has lead responsibility for delivering this communications strategy with the support and endorsement of the chief executive, Board and executive committee and the involvement of individuals and teams across the organisation. The team is part of corporate affairs and reports to the director of corporate affairs.



As a corporate resource the communications team delivers communications activities, advice and guidance across all divisions and the whole organisation and will continue to manage the conflicting demands and pressures and the impact this has on delivery of communications activities that this presents. The communications team is:

15.0 Measuring success

…evaluation must be honest and unbiased; picking only the best results will damage your reputation.’ Cabinet Office, 2017

In implementing this communications strategy the communications team will continue to use the following evaluation tools and metrics:

Digital and social media analytics: impressions/followers/shares/likes/#use

Media coverage: balanced/negative/positive

Digital conversations: feedback and comments from patients; stakeholders and local people

SASHnet poll: change in response/themes

Attendance at events

Feedback/questionnaires – from stakeholder audiences at corporate events

Response rate: eg take-up of flu vaccination/number of completed staff surveys

Head of communications

Communications

manager

Digital communications manager

Fundraising manager SASH Charity

Communications

officer

Freedom of

information (FOI)

officer

Director of corporate affairs



Comments/suggestions: themes/comments/areas of concern to inform message and communications activities

Through these indicators of engagement with our audiences this strategy will continue to:

Deliver tailored communications to meet the needs of our range of audiences

Improve and develop consistent messaging and corporate narrative

Promote the positive reputation of Surrey and Sussex Healthcare NHS Trust

Engage our audiences in proactive and reactive digital conversations

Share successes and achievements across the communities we serve

16.0 Conclusion SASH has a strong narrative to share and is rated highly by its staff and patients. This communications strategy describes how the communications team will continue to build on established communications activities and sustain, extend and grow the communications channels used to continue to raise the profile of SASH; its people; the high quality care it provides and its positive profile as a place to work and receive care. Successful communications is about considerably more than a simple exchange of information and will always need audiences to seek to be engaged; to be willing to participate readily and enthusiastically and to share their experience and learning with colleagues. The successful implementation of our communications strategy has to involve everyone.

17.0 Appendices 17.1 Communications activities: action plan 2018-20 The table below summarises the additional communications activities across:

Staff communications

External communications

Digital communications

Publications

Staff communications

2018-19 2019-20 2020-21

Communications links network

Print Face-to-face

Weekly

Campaigns:

Making a difference

One team: patient first

Face-to-face Email SASHnet Print




SASHnet poll SASHnet Biannual

MAST Face-to-face Monthly tbc

External communications

Media:

Health Matters column (Surrey Mirror)

Print Digital

Monthly

Health Focus magazine Print Biannual

Making a difference – end of year review

Digital Print

Annual

Events: Governor Gatherings

Face-to-face Biannual

KSS School of Physician Associates

Digital Print Face-to-face

tbc

Digital communications

Website:

Update page template

Refresh use of corporate brand

Streamline content

Digital Ongoing

SASHnet:

Establish Making a difference staff recognition page

Build additional features

Investigate option to link login directory with active directory

Digital Ongoing

Social media:

Increase followers

Extend range of organisations followed

Maximise use of #makingadifference

Twitter and

Digital Ongoing



Facebook polls

Training for staff

Video:

Increase in-house video development

Develop training sessions for teams using video regularly

Video tours

Digital Ongoing

Information screens

Procure a new digital screen system

Digital Ongoing

SASHnet poll SASHnet Ongoing

Publications

Health Focus


Biannual

Making a difference magazine


Annual

communications strategy - east surrey hospital · communications strategy 2018 – 21 author: laura...

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