PHSI
CARDIFF AND VALE NHS TRUST
YMDDIRIEDOLAETH GIG CAERDYDD A’R FRO
Programme for Health Services Improvement
Communications work stream:
Developing strategic communications
Discussion Paper
1. Introduction
The Programme for Health Service Improvement (PHSI) has recognised the
importance of good communication since its inception in the spring of 2005.
As the Programme enters a crucial phase in its development, in advance of
formal, public consultation in the summer of 2007, it has become clear that
the communications activity associated with the Programme needs to step up
a gear, both to ensure that progress to-date is well-communicated internally to
the healthcare community and externally to stakeholders, but also to prepare
the ground for the next phase of public engagement (late spring 2007) and
formal public consultation (summer 2007).
The recent stakeholder workshop held in November 2006 reinforced the need
to develop PHSI’s communications activity. To this end, it is appropriate that a
revised approach to communications is considered in order that the
Programme meets the information and communication requirements of its
many and varied stakeholders, reflecting the considerable progress made todate and ensuring that the next phase of public engagement, together with the
subsequent phase of formal consultation, are as positive and productive as
possible.
Detailed below are a number of areas for development which now bear further
discussion.
2. Communications plan
The original communications strategic framework developed to support PHSI
needs to be reviewed to ensure that it is fit for purpose as the programme
moves forward. It is fair to say that initially the framework primarily focused
on process and tactics and did not provide an underpinning strategy or plan.
At this stage in the Programme there is a need to be confident that there is a
clear communications plan that ensures that communication tools and outputs
are communicating what we need to the right audiences.

The plan needs to identify communications objectives, discrete
audiences, significant timescales and the strengths/risks of
communications activity in order to develop appropriate outputs.
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
The plan needs to identify and be clear on the dependencies and
assumptions, such as human and financial resources. Good
communication is, unavoidably, resource intensive. The plan will need
to be explicit around the resource/budget requirements and
deliverability.

Appropriate communication tools can be identified only after detailed
communications planning has been undertaken. While there is a role
for using existing vehicles, it is also important to identify those tools
necessary to reach both broad and specific audiences.
There is a real risk that current communications focus on the whole
complex programme which could result in unclear messaging. Key
messages need to be developed to break this complex programme into
more manageable communications. Some initial work has been
undertaken to scope this, but this needs to be reviewed and refined.
Thought needs to be given to the role of the ‘corporate centre’, internal
communication within and between partner organisations and external
communication with stakeholders, media, public etc. Different audiences
will require different approaches and this will need to be factored in to any
revised communication plan. The Communications and Engagement
Group have a key role in supporting this.
Discussion point for Comms & Eng Group
Attachment 2 sets out for discussion and debate a communication
framework for Phase II. Discussion needed to refine and review
document to ensure fit for purpose.
3. Branding
The “PHSI” is increasingly becoming recognised as the vehicle for taking
forward the strategic service redesign work across the health community.
It is recognised, however, that it is not necessarily the most helpful working
title to encourage public engagement and involvement.
It is therefore important that consideration and time is given to ensuring
that “products” or discrete areas of work being undertaken as part of the
PHSI have appropriate profiles and identities that encourage and facilitate
involvement as appropriate.
The analogy proposed is that the PHSI is the universal “brand name” with
an identifiable logo, with associated “products” appropriately marketed
through the use of appropriate and effective titles.
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Discussion point for Comms & Eng Group
Attachment 3 sets out proposed design brief for the PHSI to enable
development of logo and corporate style. Comments and views to be
sought.
4. Communications capacity
The Communications and Engagement Group is primarily a steering group
to advise and oversee the effective implementation of the communications
and engagement work. It is not in itself a resource to action
communications activity. As a result the communications development
has, to date, been undertaken by individuals in a supporting role, with little
communications experience. As a result, communication outputs are not
always appropriate or optimal. As the next phase of work moves forward
this needs to be reviewed.

In terms of the detailed service planning work that needs to move
forward, it is proposed that communications, engagement and patient
involvement is recognised as an integral part of the work. There must
be consideration of the communications needs associated with each
service area to ensure stakeholders are effectively engaged and risks
managed. There is a need to ensure that those leading other work
streams are aware of their communication responsibilities and have
access to appropriate guidance and support.

There is a need to ensure that the Programme has access to some
central communications resource to support the programme (this is a
particular risk given that the Trust’s central communications resource
which has been the primary source of advice to date will be impacted
significantly by maternity leave from May 2007 for 9 months.)

It is important that the Programme is effectively aligned to the Health
Social Care and Wellbeing Strategy development processes and key
partner strategies.
Discussion point for Comms & Eng Group
Attachment 4 sets out original terms of reference for the group. It is
suggested that it would be timely to review these and the membership of
the group to ensure they are fit for purpose as the Programme moves
forward.
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