Royal National Orthopaedic Hospital Trust
Communications Strategy
Background
The Royal National Orthopaedic Hospital NHS Trust (RNOH) is the largest orthopaedic
hospital in the UK and regarded as a leader in the field of orthopaedics both in the UK
and world-wide. We provide a comprehensive range of neuro-musculoskeletal
healthcare, ranging from acute spinal injuries to orthopaedic medicine and specialist
rehabilitation for chronic back sufferers. This broad range of neuro-musculoskeletal
services is unique within the NHS. The Trust’s aim is “to be the specialist orthopaedic
hospital of choice by providing outstanding patient care, research and education" and
this is underpinned by our values, which were developed by staff: Patients first, Equality,
Respect, Excellence, Trust, Honesty.
The Communications department works with Executive Directors, clinicians and
managers across the Trust, providing advice and support on all communications issues
and handles media enquiries as well as Freedom of Information requests.
This strategy paper sets out our aims for enhancing communications across the Trust
and with our stakeholders, patients and the public outside the Trust. Specifically, we aim
to:
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Raise the profile of the Trust in the local community by increasing coverage in
local press
Promote the Trust’s services through online and other media
To improve the content of the Trust’s website to enhance its effectiveness
To encourage greater use of the Trust’s intranet by staff across the Trust
To ensure that key messages from the Trust are clear, easy to understand, timely
and relevant and that we are responsive to feedback
To enable clear, open and accessible communication between staff, our patients
and the public
To ensure consistency of content and visual style of communications materials
To enhance existing communication channels with staff to ensure their
involvement and understanding of Trust issues and priorities
To raise awareness of, and explain RNOH’s decisions and policies, justifying our
actions and responding to criticism
The strategy necessarily includes both internal communications (with our staff) and
external communications with a wide range of stakeholders and opinion formers. NHS
Trusts experience high levels of media and political interest that brings pressure on
organisational communication needs, consequently open, effective communications are
essential with all stakeholders to help drive improvements and changes in the Trust.
This communications strategy aims to make communicating with our stakeholders (both
internal and external) integral to the work of the Trust. It sets out the role of
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communications and reputation management in contributing to the achievement of the
Trust’s aim and corporate goals, and to complement our Trust values. It also specifies
the work of the communications team and their collaboration with key staff across the
Trust both on an ongoing basis and through specific Trust projects. Through enhancing
our communications, we aim to raise the visibility of the Trust as well as develop its
credibility in terms of the work it does.
Effective communication is an important element of any successful Trust but particularly
at this time for RNOH when we are aiming to become an NHS Foundation Trust and we
are establishing strategic partnerships beyond the Trust itself. Open, timely and
responsive communication will play an essential role in determining the public
perception of the Trust and fostering increasingly effective relationships between the
Trust and other bodies, groups and individuals.
This strategy paper will be supported by an action plan, underpinned by a set of core
principles. These need to be continually responsive to policy changes, new
developments and, most importantly, to ensure that patients, carers, staff and key
stakeholders remain at the heart of the strategy.
The communications strategy is underpinned by a range of local and national initiatives
including the Data Protection Act, the Freedom of Information Act, NHS plans, the
Trust’s business plan as well as a range of Trust policies and procedures.
Communication is part of everyone’s role and therefore we acknowledge that effective
implementation of this strategy will be dependant on:
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Ownership by all staff
Support of senior management and the Trust Board
The capacity of the communications team
Roles and Responsibilities
All staff should:
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Ensure that they communicate responsibly and sensitively with patients and their
carers
Take opportunities to engage with the wider organisation to ensure that they are
well-informed about Trust developments and priorities
Identify positive news stories for distribution either internally or externally, as
appropriate
Refer all media issues and enquiries to the communications department
All managers should:
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Be communications champions for their team/ward/department ensuring an
effective cascade and feedback process for internal communications
Follow corporate guidelines for communicating both internally and externally
Ensure that communications guidelines are followed when managing projects or
undertaking organisational change initiatives
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Members of the Trust Board should:
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Ensure that key messages are cascaded to staff in a timely, clear and relevant
manner
Support the communications team at both strategic and operational levels in the
implementation of this strategy
Act as media spokespeople as and when necessary
Listen to feedback from both internal and external sources and respond
accordingly
Take opportunities to build on the Trust’s reputation and profile with key
stakeholders
The communications team should:
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Lead and drive the Trust’s communications strategy, measure and report on its
effectiveness
Ensure that systems are in place to foster effective two-way communications
Develop and circulate corporate messages and publications e.g. Team Brief and
Articulate
Provide an effective media service
Contribute to all Trust projects to enhance communications through those
projects
Drive improvements in web-based communications both internally and externally
Provide support and advice on strategic and practical communications issues
Principles/Standards
Communication at the Trust will be underpinned by the following principles:
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Open – the reasons for decisions are available, questions are encouraged and
answered promptly
Corporate – our communication style reflects a consistent view in line with Trust
guidelines
Two way – processes are in place to support two way communication at all levels
within the Trust, with staff and patients encouraged to give and receive feedback
Timely – communication takes place when it is needed
Clear – all communications are concise and provided in plan English with minimal
jargon
Targeted – the right message reaches the right audience, in the right format, at
the right time
Credible – Trust communications are recognised as being open, honest and
timely and changes are communicated when they happen
Consistent – both internal and external communications are consistent and
mutually supportive
Stakeholders
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The Trust has a broad range of individuals and groups who we consider to be key
stakeholders. These include:
Internal to the Trust:
Employees
Union representatives
Staff working for our contractors
Volunteers e.g. the Friends, Radio Brockley
External to the Trust:
Patients and their carers
GPs and PCTs
Voluntary groups/charities/special interest groups
The public
NHS London Strategic Health Authority
Other NHS Trusts and health service organisations
Department of Health
Health Protection Agency
Healthcare Commission
NHS Employers
Local authorities (e.g. social services)
Local services e.g. fire, police
MPs and councillors
Educational organisations including our academic partners, local schools and colleges
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Foundation Trust:
Existing and potential FT members
Council of Governors
Monitor
Foundation Trust Network
Other Foundation Trusts
Media:
Local press
Specialist and national press/broadcast media
News agencies
Communication Channels
The Trust has identified a range of communication channels through which we wish to
communicate key messages and wishes to build on and improve on the effectiveness of
these channels. Progress has already begun e.g. the style and process of team briefing
has become less formal and more inclusive.
The communication channels include:
Face to face communication
Articulate (the staff newsletter)
Team Brief
Directors’ Open Forums and ad hoc staff briefings
Corporate induction and staff training programmes
Email
Letters from Executive Directors
RNOH Web – the Trust’s Intranet
RNOH website
Publications e.g. annual report
Annual General Meeting and other public meetings
Information produced and distributed by other NHS Trusts, health organisations and the
Department of Health
Noticeboards
Displays e.g. in the Outpatients’ department
Presentations
Mailshots
Press releases/statements
Tours and visits
Say So Scheme – a process for providing comments, compliments, suggestions,
complaints
PALS service
FOI publication scheme
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The use of these channels will be determined by specific objectives e.g. to inform,
persuade, clarify, change behaviour and will be selected to enhance the Trust’s
credibility with its target audiences.
Internal Communications
It is recognised that well-informed, engaged staff are more likely to be motivated and
willing to act as ambassadors for the Trust. The Trust already has a range of
communication channels through which it communicates with staff and this strategy
aims to support improvement/enhancement of the channels that exist as well as
determining new ones.
Current methods include:
Articulate (the staff newsletter)
Directors’ Open Forums
Presentations
Roadshows
Team Brief
Team-based discussions with senior managers/directors
Poster campaigns
Noticeboards with details of forthcoming events and training courses
The annual staff survey asks staff for their views on communications across the Trust.
The results of the 2007 survey clearly reinforce the need for an effective strategy to
effect change and improvement. Key results included:
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24% of staff felt that communication between senior management and staff is
effective
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41% of staff felt that senior managers encourage staff to suggest new ideas for
improving services
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24% of staff felt that, on the whole, the different parts of the organisation
communicate effectively with each other
The Trust will aim to:
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Facilitate a culture of effective communication within the Trust, leading to involved
and motivated staff
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Ensure that all staff are well informed and understand key issues relating to Trust
business
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Develop effective two-way communication at all levels across the Trust
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Create a workforce that understands and is committed to the key goals of the
Trust
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External Communications
The Trust aims to enhance the effectiveness of its communications with stakeholders
outside the organisation. There are a large number of audiences who need different
information and different approaches.
Currently the Trust uses the following communication methods but recognises that more
can be done to achieve our dual aims of raising visibility and developing credibility:
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Meetings with key stakeholders e.g. representatives from PCTs
Annual General Meeting and other open meetings
Visits to other organisations by key Trust personnel
Press releases
Mailshots e.g. to FT members
Patient Forums
Presence on ‘NHS Choices’
The Trust needs to build on its relationships with opinion formers such as MPs, local
groups and patient forums, particularly as it is seeking approval for the Stanmore
redevelopment and is working towards becoming an NHS Foundation Trust. Currently
the Trust enjoys good relations with local MPs but it is acknowledged that more could be
done to involve the local community and to maintain the Trust’s profile.
Traditionally, the Trust has adopted a responsive approach to the media, rather than a
proactive one. It is recognised that the media’s handling of issues can have an
immediate and direct impact on staff morale and Trust reputation. Consequently, it is
essential that the Trust pursues a policy of active engagement with the media in order to
raise awareness and further their understanding of the work undertaken by the Trust.
The Trust will aim to:
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Increase public understanding and awareness of the work and achievements of
the Trust
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Advise patients and the public of major developments and changes which will
affect them directly, and involve them wherever possible
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Use a range of appropriate and effective methods of communicating with our
audiences to raise awareness
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Foster links with key opinion formers
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Learn from complaints relating to communication
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Develop guidance and a set of standards for publications to ensure consistency,
clarity and good practice
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Encourage public confidence in the quality of care we provide as well as ensure
openness and accountability
Marketing, Brand and Reputation Management
The Trust may wish to adopt a marketing approach to developing its services as this
approach is gaining support within the NHS. We have stated elsewhere that our service
development vision is to:
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Accept patients that other hospitals cannot treat
Expand our range of specialist orthopaedic services
Undertake research to find better ways to treat patients
Export our expertise to other hospitals
Using the above as a starting point, we should being by gathering intelligence about our
market to develop a better understanding of the needs and wants of our patients, GPs
and other stakeholders in order to make our services more responsive and to help us
understand the factors which influence their choices.
The Trust has a world-wide reputation for good clinical outcomes and for the delivery of
highly specialist services. We wish to maintain public confidence in the RNOH and so
need to protect the reputation of the Trust, for example ensure that we understand
public perception of issues such as infection rates, waiting times and other issues which
affect choice and public opinion. Opinions are often based not just on formal
communications but also perceptions of quality and comments from friends, family and
staff. An initial step to developing our reputation is to truly understand what our current
reputation is, how the Trust is perceived and so set a baseline on which to shape and
develop our services, aligning them with the reputation we have and/or aspire to.
Branding can be difficult for NHS organisations because so much of the brand is
determined nationally through the image of the NHS. We may, however, develop the
brand by being clear about how we present ourselves e.g. through our buildings and
written communication, as well as how we relate to our stakeholders and respond to
their feedback.
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Crisis Management
Given the size of the Trust and its communication resources, it has been recognised that
we need to complement our internal resources with external PR support (currently
Jonathan Street PR) for use out of hours and in crisis management. The relationship
between the Trust and its external PR provider may be enhanced by more regular
contact.
Action Plan
An action plan will be produced (and appear as Appendix 1) to enable the Trust to
deliver this strategy and so that we may monitor our work against set timescales.
Key communications objectives for the next 12 months may include:
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Maximising opportunities to raise awareness of the Trust’s work both locally and
nationally
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Creating a staff body which is well informed and feels valued
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Seeking to achieve positive publicity for the Trust and minimising the impact of
negative coverage
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Keeping existing and potential Foundation Trust members well informed and
motivated to contribute to the Trust’s journey towards becoming a Foundation
Trust
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Facilitating partnership working and meaningful engagement with our staff and
external stakeholders
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Protecting and enhancing the reputation of the Trust as an excellent employer
and service provider
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Developing a reputation for excellence care, responsiveness to feedback, a Trust
that staff are proud to work for, an organisation that others seek to emulate and
learn from
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Evaluation and Monitoring
Measuring effective communications is not a precise or easy task – it is essential,
nevertheless, that we strive to review how well our communication methods are working,
to identify areas of success as well as to prioritise areas for development or
improvement. The Trust’s communications strategy will be evaluated in a year’s time
using a range of methods to measure outcomes e.g. changes in people’s perceptions as
well as outputs (e.g. the number of press releases issued). Methods may include 1 to 1
discussions, focus groups, patient and staff satisfaction surveys, exit questionnaires and
media
analysis.
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Appendix 1
Action Plan
Audience
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Medium
Frequency
Expected
Results
Timescale
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