1. Communications and Engagement Strategic Plan 2017/18

2. Strategic Plan Introduction
This high level Strategic Plan relates to NHS Erewash CCG as an organisation. While there are clear links with other areas such as the Sustainability and Transformation Plan, Wellbeing Erewash, the JSNA etc. the Plan focuses on the CCG.
The Plan supports the CCG’s vision - to deliver better care, better health and better value by building strong and sustainable partnerships; to develop innovative health and wellbeing services that meet the needs of our population within our financial resources.
The overall aim of our Plan and subsequent actions is to ensure a targeted approach to communications and engagement which supports the CCG’s vision and enhances its reputation.

3. Communications and Engagement Highlights 2016/17
Corporate communications
Campaigns
Regular updates to website
Winter Stay Well activity
Increased Twitter followers
GP Online promotion
Annual report production
Patient Voice
Stakeholder communications
Active Stakeholder Forum
Regular stakeholder newsletter
Development of Erewash Healthy Voices
Stakeholder involvement in Commissioning Intentions
Good relationships with HealthWatch and Scrutiny Committee
Engagement
PPG Development
Mental Health Engagement project
Wellbeing Erewash
Evaluation of Primary Care Hubs
Website developed and launched
360 Stakeholder Survey
Self care videos produced
Community Development Workers Forum

4. Strategic Communications Context 2017/18
In 2017/18 the Derbyshire Sustainability and Transformation Plan is a key context for the CCG.

5. A targeted approach for Communications and Engagement
Measurement
Behaviour change outcomes achieved
Positive/neutral media coverage
Website visitors Twitter followers
Staff/stakeholder
patient feedback
Patient/public Insight
Understand views, issues and opportunities.
Strategy
Use proactive, targeted and
integrated communications and engagement.
Objective
Change behaviours
Enhance reputation
Increase awareness
Increase trust
Implementation
Deliver a range of key messages
using communications and engagement tools
determined by audience group.
Audiences
Understand our local population and stakeholders
Feedback
Engagement
Purpose
Vision
Right tools
A targeted approach for Communications and Engagement

6. Focus for 2017/18 Corporate communications
Communications and Engagement
2017/18
Patient and Public Voice
Strengthen links with Ilkeston and Long Eaton communities
Continue to embed patient voice in redesign and procurements
Develop social media presence to speak directly to patients and the public
Celebrate success publically, such as the difference Care Co-ordinators have made
Transformation
Community services/integrated care
Primary care co-commissioning
Primary Care at-scale
Commissioning intentions development
Wider transformation agenda
Behaviour change and prevention
Public campaigns for key priority areas:
Smoking cessation, childhood obesity, alcohol reduction in teenagers.
Self-care: understand barriers and opportunities, develop communications approach
Choosing the right NHS service: 111 and pharmacy promotion
Corporate communications
Strengthen stakeholder communications and patient involvement
Strengthen internal communications to staff, particularly around restructuring/ new ways of working for the STP
Develop wider stakeholder relationships through new joint-commissioning and partnership arrangements

7. Existing Communications and Engagement Infrastructure
The CCG has a strong infrastructure in place which supports both its communications and engagement activity:
CCG Governing Body Members - direct link into the decision making and commissioning cycle on behalf of the population served by NHS Erewash CCG
NHS Erewash CCG Stakeholder Forum- representing the views and interests of a wide range of patient and service users and act as critical friends for the CCG.
Patient Participation Groups and Network - supporting CCG objective setting discussions and advice, giving feedback through patient surveys and face to face feedback activities.
HealthWatch - utilising and developing relationship with HealthWatch
Third sector and community - working closely with the wider voluntary and community sector, particularly those groups who have access to and are aware of the health needs of the people within the population who are harder to reach and whose voices are not always heard.
Digital - enhancing use of online and social media channels to gain direct feedback and a voice to the public.
Traditional Media - targeting use of local media in collaboration with partners and providers

8. Mechanisms
The mechanisms outlined below will be utilised in implementation, taking a targeted approach where possible:
Communications
Engagement
Media relations
Stakeholder Forum
Videos and animations
PPGs and practice based communications
Website – owned and partners
Social media – organic and paid for
Partners’ membership groups
Publications
Surveys and Consultations
Stakeholder briefings
Patient stories
Behaviour change campaigns and marketing collateral
Events and drop-ins
Community Development Forum
Display materials
Voluntary Sector links

9. Regular Activity Plan Activity Detail Timescale
Stakeholder e-newsletter
For staff, practices and key stakeholders
Quarterly
OD and staff communications
Support to the OD Plan and regular communications with staff
Weekly update from CO; monthly staff briefing and face to face meeting; quarterly e-newsletter
Online developments
Ongoing development of website; Twitter schedule
Regular update; quarterly review of website; weekly tweets
Specific behaviour change campaigns
- Smoking cessation in pregnancy, childhood obesity, alcohol reduction in teenagers.
- Self-care: understand barriers and opportunities, develop comms approach
- Choosing the right NHS service: 111 and pharmacy promotion
Three per year – two included in the SLA
Media Management
Media releases issued; media monitoring; interview support
Weekly releases; daily monitoring
Stakeholder Forum
 Regular Fora with agendas agreed with group
 Quarterly
PPG Network
 Regular meetings offering support and sharing good practice

10. Communications and Engagement Objectives 2017/18
Activity
Objective
Timescale
Website activity
Increase website page view for key news and engagement information pages.
By end of June 2017
OD and staff communications
Improve staff survey results re communications (aim for reduction in 23% of staff reporting that communication between senior management and staff was not effective) through production of weekly CO blogs and monthly Staff Briefings, and support to the OD programme.
For 2016/17 survey
Online developments
Increase Twitter followers, likes and retweets by 10%.
By end of March 2018
Specific behaviour change campaigns
Prepare and scope campaigns (some will require additional funding) to
Increase smoking cessation (aiming for reduction in smoking in pregnancy to 11%)
Encourage patients and the public to choose the right NHS service: 111 and pharmacy promotion
Support Winter planning
From April 2017-March 2018
October 2017 – February 2018
Media Management
Produce minimum of five media releases per month, with the aim of coverage of at least one positive proactive CCG story per month.
Monthly

11. Measurement and evaluation
Channel
Measurement/evaluation
Website
Visits to website
Visits to key pages linked to campaigns/projects
Numbers of documents downloaded
Newsletter
Numbers that have opened e-newsletters.
Numbers heading to issue specific URLs
Number of key stakeholders on mailing list
Number of cross promotion articles with partner organisations
Social media
Number of followers on Twitter
Number of tweets
Positive/negative/neutral coverage
Number of favourites, number of retweets, numbers that follow URLs
Press
Number of mentions of CCG/campaigns with partners
Evaluation of key messages delivered
Patient Groups and Patient/Public Engagement
Responses to requests for support
Feedback rates when asked through surveys, questionnaires and focus groups
Direct evaluation at patient events
Campaigns and Behaviour Change Activity
Clear, measurable outcomes set at the beginning of the campaign and then evaluated at the end of the campaign.
Events
Evaluation of event captured from attendees