agenda item 08 communications strategy board of directors ... · agenda item 08 – communications...

AGENDA ITEM 08 – COMMUNICATIONS STRATEGY

BOARD OF DIRECTORS 21 FEBRUARY 2018

Report title Communications strategy

Report from Katherine Raven, head of communications

Prepared by Katherine Raven, head of communications

Previously discussed at Trust Management Board, 24 October 2017 and Management

Executive, 17 November 2017 and 6 February 2018

Attachments 1.Communications strategy

2. Foundation trust membership communications proposal

(appendix 4)

Brief summary of report

Communications strategy

In July 2017, Moorfields Eye Hospital launched its five year organisational strategy which for the

first time brought together all aspects of our work across clinical care, research and education and

applies to our NHS and private services, both in the UK and internationally. This document sets out

our communications strategy in support of the delivery of Moorfields’ organisational strategy until

2020. Following approval of the proposed communications strategy, a tactical implementation plan

(see appendix three for a high level plan) will be implemented to support the delivery of this

strategy until March 2020 with particular focus on the strategic priority areas for 2018-2019 agreed

by the trust board.

Key recommendations

The key recommendations to highlight to the trust board are outlined below.

Expanding the scope of the communications department

The communications function at Moorfields Eye Hospital NHS Foundation Trust is currently

accountable for the reputation management of Moorfields’ NHS services (internally and externally)

and also provides communications support to Moorfields Eye Charity through a part-time digital

communications manager funded by the charity. To support delivery of the new organisational

strategy, it is recommended that the scope of the communications function is expanded so it is also

accountable for the reputation management of Moorfields Private (through the creation of a new

role in the communications team funded by Moorfields Private) and professionally accountable for

reputation management of the NIHR Moorfields Biomedical Research Centre and Moorfields United

Arab Emirates (line management will remain with the respective business units).

Communications department priorities for 2018-2019

The priority areas of focus for the communications department will reflect the board strategic

priorities for 2018-2019 as follows:

- Project Oriel - partner with UCL and Moorfields Eye Charity to position and promote Project Oriel to all target audiences (internal and external) to ensure they feel informed, consulted and positively engaged in the project.

- Commercial - position and promote Moorfields commercial enterprises including Moorfields Private and Moorfields UAE by working with marketing colleagues to amplify our marketing campaigns.

- Workforce planning - position and promote Moorfields as an employer that people aspire to work with by partnering with human resources colleagues to amplify our marketing campaigns to attract potential new staff. Position Moorfields as an inclusive, caring and supportive

employer by working with human resources colleagues to support staff engagement and retain talent.

- Service improvement/new models of care - position and promote the service improvement

programme/new models of care to support delivery of staff, patient and stakeholder engagement by advising and working in partnership with the programme team.

In addition, other recommended areas of focus to enable delivery of the board priorities are:

- Promotion of leading research - partnering with UCL, the NIHR Moorfields Biomedical Research Centre team and Moorfields Eye Charity to position our research and discoveries as innovative

to both internal and external audiences to increase understanding and recognition for our work.

- Trust-wide IT programmes - supporting staff awareness and engagement in our electronic

medical record programme and adoption of the new system including the move to NHS Mail working in partnership with programme teams.

- Intranet - redevelopment of the trusts intranet to create a central and trusted source of news

and information, to enable collaboration and two-way dialogue between staff, to maintain staff engagement and increase efficiency and productivity.

- Messaging alignment project - supporting staff awareness and engagement in the messaging alignment project to ensure that we communicate consistently about Moorfields work to both

internal and external audiences. - Foundation trust member communications - developing and delivering a programme of

communications to foundation trust members to support delivery of the membership

engagement strategy. See sub paper (appendix 4) proposing how communications with foundation trust members could be developed and the benefits which could be realised.

Action Required/Recommendation.

Board members are asked to comment on the proposed communications strategy (including the sub-paper included as appendix 4 on foundation trust members communications) with particular focus on:

- the proposed increased scope of the communications department.

- the priority areas of focus for the communications department for 2018-2019.

For Assurance For decision For discussion To note

Communications strategy 2018 - 2020

Communications strategy 2017-2022

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Contents

Section/chapter page

1. Introduction 2

2. Where are we now? 2

3. Scope 5

4. Vision, mission, aims and values 6

5. Audiences, key messaging and communications channels 8

6. Objectives 11

7. Measurement, evaluation and reporting 12

8. Implementation plan and resourcing 14

9. Governance 17

Appendix 1- Context, PEST and SWOT analysis 17

Appendix 2 – breakdown of audiences, who is currently responsible and channels 20

Appendix 3 – communications function objectives, deliverables and metrics 24

Appendix 4 – Foundation trust membership communications proposal 42

References 47


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1. Introduction In July 2017, Moorfields Eye Hospital launched its five-year organisational strategy which for the first time brought together all aspects of our work across clinical care, research and education and applies to our NHS and private services, both in the UK and internationally. This document sets out our communications strategy in support of the delivery of Moorfields’ organisational strategy until 2020.

2. Where are we now? What do target audiences think of our communications? Internal communications – staff feedback Staff survey 2016 - communications between managers and staff The percentage of staff reporting effective communication between senior management and staff was 49% in the 2016 staff surveyi. This is 5% higher than the average for acute specialist trusts but 1% lower than our score in 2015. This score also varied when broken down by occupational group. The highest percentage was given by nursing/healthcare assistants with 56% rating communications between senior management and staff as effective. The lowest percentage was 21% which was given by administrative and clerical assistants. Other results from the survey which provide indicators for assessing communications are:

89% of staff said they knew who the senior managers were. This is 2% higher than reported in our 2015 survey and 2% higher than the average for acute specialist trusts.

39% of staff thought senior managers try to involve staff in important decisions. This is in line with other acute specialist trusts but 2% lower than reported in our 2015 survey.

36% of staff felt senior managers act on staff feedback. This is in line with other acute specialist trusts but 4% lower than reported in our 2015 survey.

Internal communications channel survey 2017 In March 2017, an online internal communications survey was conducted which 109 staff responded to (5% of 2,300 staff). The weekly e-bulletin (Moorfields News), all staff emails and the intranet were rated by staff as the most popular internal communication channels. Other key findings were as follows:

Most respondents (69%) agreed or strongly agreed that the content of the weekly e-bulletin was honest and transparent, however some staff said they felt the tone of communications was sometimes too upbeat and not always appropriate.

More than half - 56% - of respondents said that all staff emails were excellent or very good at disseminating important announcements, urgent news or updates about corporate objectives; 80% of respondents said the frequency was about right.


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Although the intranet was the third most popular channel, 50% of staff said they didn’t feel the intranet was a reliable source of information. Staff said the barriers to using the intranet included poor search engine optimisation, navigation that is not intuitive to use and slow access speeds (especially at networked sites).

The chief executive team brief was the fifth most popular channel; 67% of respondents agreed the team brief was useful and 57% said they felt information included in the team brief was transparent and honest.

Other channels staff suggested that they would like to see introduced included: - to be able to attend the chief executive team brief meetings virtually via smart phone or tablet - to have more face-to-face meetings. - a trust-wide online discussion forum or staff social media channel.

Friends and family test results An effective barometer of how Moorfields is perceived internally by staff is the friends and family test which asks respondents whether they would recommend the trust’s services. The latest friends and family test results (2016-2017 financial year) showed that: 95% of staff would recommend Moorfields as a place for treatment. 77% of staff would recommend Moorfields as a place to work. External communications - patients (who are also foundation trust members) Foundation trust members’ survey In January 2017, foundation trust members were surveyed about our external communications channels and 173 members responded (out of 20,000 foundation trust members). 93% of respondents were either current patients (56%) or past patients (37%). The key findings were as follows: 73% said they found information on Moorfields website very useful (45%) or somewhat useful

(28%). 98% of respondents who had attended an annual general meeting (AGM) said they found it very

useful (69%) or somewhat useful (28%). Members said they would like events in their local area so they could interact with their elected

governor (79%) and some said they would like the opportunity to be able to contact their governor directly (32%).

65% of respondents said they would like to participate in events remotely by dialling in or via a webinar.

Respondents who were or had been patients were asked about patient information leaflets; 56% said they prefer to access patient information leaflets online and 45% said they prefer to have hard copies.

Friends and family test results In addition to the above results, the latest friends and family test (2016-2017 financial year) showed that 96% of patients would recommend our services. Other external audiences Evidence of what other external audiences such as journalists, local politicians, GP referrers and eye care sector partners think of our communications is currently limited to anecdotal feedback. In addition, we have limited evidence of our brand awareness among target audiences and what their perceptions are of Moorfields. Section 7 makes recommendations on measuring and evaluating the effectiveness of

http://www.moorfields.nhs.uk/sites/default/files/Moorfields%20Annual%20Report%20and%20Accounts%202016-17_0.pdf


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our communications with these audiences and tracking our brand recognition through reputation surveys. The impact of our communications in 2016-2017 Communications area

Outtakes and outcomes

Digital and social media

Delivered 44% increase in visits to Moorfields’ website (compared to 2015-2016 financial year) from 751,018 to 1,186,590 a year following implementation of a conversion rate optimisation strategy.

Introduced a multi-channel, cross-organisational Google calendar to ensure messages are aligned with corporate objectives and consistent, relevant posts appeared across all channels. This resulted in a 25% increase in Twitter followers attributed to engaging content including infographics, videos and ensuring all tweets had visuals; 28% increase in Facebook likes through more user-friendly features and increased frequency of posts.

Internal communications

Staff survey achieved highest response rate to national survey to date in 2016 (and in 2017), with 50% staff completing it compared to 40% in 2015. The communications team worked closely with the human resources team to develop a communications strategy which targeted staff groups who had previously shown a low uptake.

The communications team worked with the trust management board to shape the communications strategy before, during and after the CQC inspection process. This included advising senior leaders on the messaging, providing written briefings, organising staff briefing sessions across the network and producing a video of the chief executive talking about our CQC result. In all, 82% of staff said they agreed/strongly agreed communications about Moorfields’ CQC inspection reports were useful and informative (internal communications channel survey, March 2017).

Media Increased media coverage by 70% (compared to 2015-2016 financial year) from 980 pieces to 1,668 attributed to a focus on strategic engagement with journalists and working with colleagues to source relevant stories linked to our strategic objectives.

Moorfields was cited as an example of how to effectively work with journalists by Ross Lydall, Evening Standard health editor.

Impact case studies Case study – internal communications “Give flu the jab” campaign Objective: Ensuring the health and wellbeing of our people is a key part of our internal communications strategy. Supporting the promotion of initiatives such as the flu campaign ensured we met our immunization target of 75% of front line staff by March 2017.

https://rosslydall.wordpress.com/2016/11/23/how-to-get-nhs-good-news-stories-into-the-papers/


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Implementation: The communications team were members of the steering group for the flu campaign and advised the project team on a communications strategy. Tactics included targeted communications from directors, digital jab-o-meter tracking, login screens, intranet homepage banner and town hall staff briefings with the chief executive to encourage staff to get vaccinated. Results and evaluation: Achieved target to vaccinate 75% of front-line staff, a 35% increase compared with the 2015/16 campaign. Nationally recognised as the most improved trust in England with a 24% increase in vaccinations between December 2016 and February 2017. Case study – external communications/reputation management Objective: To launch Moorfields research partnership in July 2016 with DeepMind Health in an open and transparent way to inform patients about the benefits this could potentially bring to ensure quicker and earlier diagnosis of eye conditions in the future.

Implementation: The Moorfields communications team worked closely with the communications team at Google and DeepMind Health to strategically position the campaign in an open and transparent way. The Moorfields communications team approach involved recommending to the trust management executive team that we made our research agreement and our anonymised data form available to anyone who requested it following the launch with only sections of these agreements redacted for commercial sensitivity purposes. Our tactics also involved producing patient frequently asked questions (FAQs) which were available on our website, getting third party endorsement from charities such as the Royal National Institute of Blind People (RNIB), a two minute video on the project and offering joint interviews with the Moorfields consultant who started the project, Pearse Keane or Moorfields research director, Professor Sir Peng Tee Khaw with Mustafa Suleyman, co-founder of DeepMind Health.

Results and evaluation: Resulted in 125 positive and balanced news items since July 2016 including national newspaper, online and broadcast coverage including BBC Breakfast and Channel 4 news.

Context and challenges See appendix 1 for an analysis of our context, challenges and opportunities.

3. Scope The communications function at Moorfields Eye Hospital NHS Foundation Trust is currently accountable for the reputation management of Moorfields’ NHS services (internally and externally). The communications function also provides communications support to Moorfields Eye Charity through a part-time digital communications manager funded by the charity. To enable the communications function to support the delivery of Moorfields’ organisational strategy, it is recommended that the remit of the team is expanded. This would result in the communications team


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becoming accountable for the reputation management of Moorfields Private. In addition, NIHR Moorfields Biomedical Research Centre and Moorfields United Arab Emirates will have professional accountability to the communications department (line management will remain with the respective business units). It is also recommended that the communications function works closely with Moorfields’ strategic partners to ensure delivery of an integrated communications programme wherever possible and that service level agreements are agreed and implemented as appropriate. Key strategic partners include Moorfields Eye Charity, UCL Institute of Ophthalmology, Friends of Moorfields and the Moorfields Alumni Association.

4. Vision, mission, aims and values Vision Seen as trusted advisers and respected by our colleagues to produce high quality, accessible and

strategically aligned communications that are tailored for target audiences and fulfil clear objectives. To be a leading in-house communications team which delivers innovative communications and

attracts, retains and develops great communications professionals.

Mission To deliver innovative and strategically aligned communications which support and enable Moorfields

to discover, develop and deliver the best eye care. Aims The aim of the communications function is to advise and support Moorfields’ leadership and staff to sustain and build Moorfields positive reputation both in the UK and internationally. We will: 1. Position Moorfields to its target audiences as a great place to work and as a leading provider of eye

care (NHS and private), research and education using our unique selling point as the oldest eye centre in the world which is known for its expertise and understanding of eyes.

2. Promote Moorfields to its target audiences by working collaboratively with the marketing and business development team (NHS and private) to amplify our marketing campaigns both internally and externally.

3. Protect Moorfields reputation by providing expert communications advice on trust wide projects/strategic programmes and during reactive moments/major incidents to ensure communications best practice is delivered both internally and externally.

4. Partner with colleagues to support and improve staff and patient engagement by enabling two-way dialogue and feedback. Work together with strategic partners (for example Moorfields Eye Charity and UCL Institute of Ophthalmology) to deliver integrated communications both internally and externally.

Communications commitments The communications team will uphold The Moorfields Way commitments in the following ways: Caring

Create a positive sense of pride in being part or associated with Moorfields. Listen and act on feedback to ensure we alter our communications approach to


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achieve the most impact. Use a ‘you said, we did’ approach where appropriate when responding to feedback.

Be honest and adult to adult in tone when communicating decisions which may be against what the majority would like or may have a negative impact on individuals/the organisation.

Excellent

Be innovative and discover new ways of communicating. Ensure communications are transparent and authentic. Communications are consistent and reflect our values, branding and key

messages. Work to the Chartered Institute of Public Relations code of conduct.

Inclusive Provide clear (Plain English), concise, accessible and accurate information. Promote inclusivity through our communications and work collaboratively with

others to deliver best practice communications. Equip our leaders with strategically aligned, consistent, timely and clear

information to share with their teams. Encourage face-to-face communications wherever possible (or verbal when face-

to-face is not possible) to enable two way dialogue and feedback. Use innovative and new ways of communicating wherever possible to enable face to face communications.

Organised Develop clear delivery plans for our work in line with our communications strategy and priorities.

Work collaboratively with others to deliver best practice communications. When we work reactively, we have clear systems and processes in place that

enable us to respond quickly and return to our business as usual plans. Our ambition will always be to communicate information to staff first so they are

equipped with accurate information, are aware of the wider impact and how to handle queries from patients.

Share best practice with other communications teams in the NHS and other sectors.

Trust-wide communication commitments Moorfields staff will uphold The Moorfields Way commitments in the following ways when communicating with internal or external audiences: Caring

Create a positive sense of pride in being part or associated with Moorfields. Listen and act on feedback to ensure we alter our communications approach to

achieve the most impact. Use a ‘you said, we did’ approach where appropriate when responding to feedback.

Be honest and adult to adult in tone when communicating decisions which may be against what the majority would like or may have a negative impact on individuals/the organisation.

Excellent

Be innovative and discover new ways of communicating. Ensure communications are transparent and authentic. Communications are consistent and reflect our values, branding and key


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Moorfields

Staff (past, current and

future)

Council of governors

NHS patients (past, current and

future)

Private patients in the UK and UAE (past, current and

future)

Research patients

Referrers to NHS/commission

ers (GPs and optometrists

Referrers to private (GPs, optometrists,

embassies and insurance)

Students (past,current and

future)

Donors to Moorfields Eye Charity (past, current and

future)

Donors to Friends of Moorfields

(past,current and future)

Foundation trust members

(current and future)

Public (local residents near

network sites in UK and UAE)

Partners (professional

bodies, charities, regulators,,

CCGs)

Royalty, politicians,

includinglocal government and

VIPs

Journalists

messages. Inclusive Provide clear (Plain English), concise, accessible and accurate information.

Promote inclusivity through our communications. Encourage face-to-face communications wherever possible (or verbal when face-

to-face is not possible) to enable two way dialogue and feedback. Use innovative and new ways of communicating wherever possible to enable face to face communications.

Organised Work collaboratively with others to deliver best practice communications. Our ambition will always be to communicate information to staff first so they are

equipped with accurate information, are aware of the wider impact and how to handle queries from patients.

5. Audiences, key messaging and communications channels Breakdown of target audiences, who is responsible and key communications channels A table outlining the key audiences, who is responsible and the main communications channels used to reach these audiences is included in appendix 2.


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Key messages Our staff and other internal audiences will see Moorfields as: working together with our partners to discover, develop and deliver the best eye care. providing exceptional clinical outcomes and excellent patient experience. an employer that attracts, retains and develops great people and listens to its staff.

an organisation to recommend as a place to train, work and be treated.

at the leading edge of research, making new discoveries with our partners and patients. an innovative organisation that shares our knowledge and develops tomorrow’s experts. enterprising to support and fund our ambitions.

External audiences will see Moorfields as: working together with our partners to discover, develop and deliver the best eye care. providing exceptional clinical outcomes and excellent patient experience. an employer that cares about its staff and provides a great place to work and train. at the leading edge of research and translating new discoveries promptly into treatments. an innovative organisation that shares our knowledge and develops tomorrow’s experts. providing a wide range of services at convenient locations in and around London and overseas.

A detailed matrix outlining the key messaging for each target audience is available from the communications team. Roles and responsibilities for communications Role Responsibilities Board and executive team Moorfields meets its statutory duties including the NHS constitution, Equalities

Act, Accessible Information Standard etc. Support and enable the delivery of the communications strategy and monitors

progress through regular reporting. Uphold our communications commitments by ensuring openness,

transparency and being visible. Ambassadors for the trust to maintain and build our reputation as a centre of

excellence. Communications team Develop and implement a deliverable communications strategy for Moorfields.

Monitor and evaluate progress in delivering the strategy. Identify and implement ways of working that enable delivery. Support and advise leaders, departments, teams and colleagues across

Moorfields to deliver excellent communications. Develop the communications team, ensuring capacity and capability to deliver

against the communications strategy. Promote and deliver best practice. Implement innovative communications tactics/channels/methods. Ensure that relevant frameworks, toolkits, policies and procedures are in place

to empower colleagues. Monitor and evaluate all work.

Leaders and managers Uphold our communications commitments by ensuring openness,


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(including project managers)

transparency and by being visible. Work with the communications team to get professional advice and support in

a timely way. Use a variety of communications methods to regularly communicate with their

teams to enable two way dialogue and feedback. Use face-to-face communications wherever possible (or verbal when face-to-face is not possible) including cascading the monthly chief executive team brief and sharing feedback with the communications team/management executive team.

Use innovative and new ways of communicating wherever possible to enable face to face communications.

Be ambassadors for the trust to maintain and build our reputation as a centre of excellence.

All staff Ensure all communications with colleagues, patients, carers and other external audiences reflect our commitments, branding and key messages.

Work with the communications team to get professional advice and support in a timely way.

Actively participate in communications and engagement opportunities.


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6. Objectives Strategic objective Communications strategic objectives for 2018 – 2020 financial year We will pioneer patient-centred care with exceptional clinical outcomes and excellent patient experience

We will position and promote trust-wide strategic programmes to support delivery of staff, patient and stakeholder engagement by advising and working in partnership with programme teams leading: Trust-wide service developments (e.g. new genetics service). Quality and service improvement programme. Accessible information standard project. Patient participation strategy.

We will be at the leading edge of research, making new discoveries with our partners and patients

We will partner with NIHR Moorfields Biomedical Research Centre team, UCL and Moorfields Eye Charity to position our research and discoveries as innovative to both internal and external audiences to increase understanding and recognition for our work.

We will innovate by sharing our knowledge and developing tomorrow’s experts

We will position and promote Moorfields education courses by partnering with education and marketing colleagues to amplify our marketing campaigns.

We will collaborate to shape national policy

We will position Moorfields as valued champion of the eye care community by ensuring our staff, patients and partners are aware of and can contribute to our policy work, helping us to prioritise and deliver change.

We will attract, retain and develop great people We will position and promote Moorfields as an employer that people aspire to work with by partnering with human resources colleagues to amplify our marketing campaigns to attract potential new staff. We will position Moorfields as an inclusive, caring and supportive employer by working with human resources colleagues to engage staff and retain talent.

We will have an infrastructure and culture that supports innovation

We will position and promote trust-wide strategic programmes (working with and advising programmes teams) to support staff, patient, foundation trust member and stakeholder engagement in:

trust-wide capital investment programmes (Project Oriel, Moorfields East and St George’s redevelopment).

strategic IT infrastructure programmes (electronic medical record and NHS mail).

We will have a sustainable financial model We will partner with finance colleagues to increase staff, patients and the public’s understanding of Moorfields financial model and the contribution of our commercial businesses.

We will be enterprising to support and fund our ambitions

We will position and promote Moorfields commercial enterprises including Moorfields Private and Moorfields UAE by working with marketing colleagues to amplify our marketing campaigns.


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7. Measurement, evaluation and reporting We will utilise the Government Communications Service evaluation model to measure and report on our communications activity. This will be reported monthly to management executive and trust management board and twice a year to the trust board. Reports and updates will be provided to other trust committees as relevant. It is recommended that the communications department measures the following metrics (based on the Government Communications Service evaluation model) to get a robust baseline for measuring our impact. Reports will be aligned with our corporate objectives to show the impact of our communications linked with strategic priorities. It is then recommended that key performance indicators are set in April 2019 for measurement against in 2019 - 2020.

https://gcs.civilservice.gov.uk/wp-content/uploads/2016/01/GCS-Evaluation-Framework.pdf


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Recommended measures in years 1 and 2: Communications area

Outputs, outtakes and outcomes Organisational impact

Digital and social media

Outputs: Reach (people reached, average per each

organic post, average impressions per tweet).

Outtakes: Follows, likes, shares, retweets (compare

to other specialist trusts in the UK). Click-throughs/repeat visits/engagement

rates. Message sentiment/favourability. Comments. Time on site.

Outcomes: Referral traffic. Response (online registrations/form

completion).

Prompted and unprompted brand awareness among target audiences (commissioning a reputation survey to measure how our brand is perceived and understood).

Internal communications

Outtakes: Message recall/recognition for strategic

initiatives (Moorfields refreshed strategy). Responses/feedback (comments on

Moorfields News, likes, questions sent to comms inbox, questions submitted/asked at chief executive brief).

Readership of Moorfields news, attendance at chief executive briefing/how

Behaviours for example flu campaign response rates.

Staff survey scores (communications questions about communications between management and staff, awareness of senior staff etc).


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many staff listen to recording. Channel/event satisfaction (internal

communications channel survey, chief executive team brief surveys and Moorfields Stars survey).

Outcomes: Staff survey response rates.

Media Outputs: Target audience reach.

Outtakes: Key message penetration (linked to each

corporate objective in media coverage report).

Number of articles or broadcasts. Audience engagement/responses

(referrals from media coverage to website, enquiry calls to helpline/switchboard/downloads, website views of press releases).

Prompted and unprompted brand awareness among target audiences (commissioning a reputation survey to measure how our brand is perceived and understood).

8. Implementation plan, priorities and resourcing Following approval of the strategic objectives of the communications strategy by Moorfields ’ trust board, a tactical implementation plan (see appendix three for a high level plan) will be implemented to support the tactical delivery of this strategy until March 2020. The five strategic priorities agreed by the board for 2018-2019 will be prioritised as key areas of focus for delivery by the communications team in addition to projects to enable delivery of the trust’s strategic objectives. These are:


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- Project Oriel - partner with UCL and Moorfields Eye Charity to position and promote Project Oriel to all target audiences (internal and external) to ensure they feel informed, consulted and positively engaged in the project.

- Commercial - position and promote Moorfields commercial enterprises including Moorfields Private and Moorfields UAE by partnering with marketing colleagues to amplify our marketing campaigns.

- Workforce planning - position and promote Moorfields as an employer that people aspire to work with by partnering with human resources colleagues to amplify our marketing campaigns to attract potential new staff. Position Moorfields as an inclusive, caring and supportive employer by working with human resources colleagues to support staff engagement and retain talent.

- Service improvement/new models of care - position and promote the service improvement programme/new models of care to support delivery of staff, patient and stakeholder engagement by advising and working in partnership with the programme team.

In addition, other areas of focus to enable delivery of the board priorities are: - Promotion of leading research - partnering with UCL, the NIHR Moorfields Biomedical Research Centre team

and Moorfields Eye Charity to position our research and discoveries as innovative to both internal and external audiences to increase understanding and recognition for our work.

- Trust-wide IT programmes - supporting staff awareness and engagement in our electronic medical record programme and adoption of the new system including the move to NHS Mail working in partnership with programme teams.

- Intranet - redevelopment of the trusts intranet to create a central and trusted source of news and information, to enable collaboration and two-way dialogue between staff and to maintain staff engagement and increase efficiency and productivity.

- Messaging alignment project - supporting staff awareness and engagement in the messaging alignment project to ensure that we communicate consistently about Moorfields work to both internal and external audiences.

- Foundation trust member communications - developing and delivering a programme of communications to foundation trust members to support delivery of the membership engagement strategy. See sub paper (appendix 4) proposing how communications with foundation trust members could be developed and the benefits which could be realised.


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Appropriate resourcing/prioritisation of other areas of work needs to be agreed to support the proposed expanded remit of the communications department. Moorfields Private has agreed to fund an additional role in the communications team by reallocating current budget and discussions are ongoing with Moorfields Eye Charity.


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9. Governance The head of communications reports to the director of strategy and business development and is accountable to the chief executive. Any risks to achieving the aims of this strategy will be recorded and reported through the directorate risk register and escalated to the corporate risk register if required. Appendix 1- Context, PEST and SWOT analysis

PEST analysis (political, economic, social and technological) Political There is currently economic and political uncertainty. The world in which we operate is changing.

The implications of Brexit are unknown but it is likely to have an impact across our organisation, from our workforce to our academic partnerships.

The NHS is always a topic of political debate and is constantly being assessed and reviewed by the government. This can have an impact on our NHS and private clinical services, research agenda and education business.

Our capital investment and development programme could result in tensions and public disagreements between Moorfields and political stakeholders as we seek planning permission to progress the project.

Economic The NHS and other public services are under major financial pressure. Moorfields has responded

effectively to the challenging economic environment. We have consistently delivered an operating surplus for over five years. In 2016/17 we achieved a surplus of £12.8m (before impairments) including delivery of £6m efficiency programme. However this is area which is starting to result in increased scrutiny from the media, particularly from health trade publications as we tend to be at the top of finance league tables.

Social Advances in digital technology and its widespread adoption are changing the way that people

interact with each other and with organisations. People are becoming more vocal, expecting service providers to be responsive, and seeking to be more active participants in their healthcare. The widespread use of social media and 24/7 media cycle is resulting in patients expecting quick responses to their queries with this being managed increasingly via social media.

Technological Technology will continue developing at pace. Changes in technology are becoming increasingly

sophisticated and rapidly adopted. The application of emerging scientific knowledge to practical purposes ranges from robotics and machine learning, to genetic sequencing and personalised medicine. These bring new opportunities and challenges. We need to keep learning from the world around us so we can harness new technologies to serve our ambitions, while being respectful of


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patient privacy and responsible with data. These new ways of working bring higher reputational risks which need to be carefully managed.

SWOT analysis (strengths, weaknesses, opportunities and threats) Strengths Weaknesses Well-known brand. Good reputation in the UK and globally. Excellent clinical outcomes and world class

research. Leadership respected and well connected

externally with key audiences/influencers. Refreshed strategy which has been well received

internally and externally – foundation to build on and measure progress against.

Communications department restructure in 2016 has brought new team members with fresh ideas and varied communications experience. Increased senior management within the communications team which has enabled the team to work more strategically and increased focus on internal and digital communications as a core function of the department.

The importance of communications is respected and valued by the leadership team.

Strong interest from others to engage with Moorfields (NHS/other healthcare providers/charities).

Communications function is only formally accountable for reputation management of Moorfields NHS services and Moorfields Eye Charity (through a part time digital communications manager). This means communications can be disjointed between the other divisions.

Communications has not always been delivered in a strategic way which means many of the essential foundations have been developed in the last 18 months and are still being put in place. For example clear guidance about support we offer other departments, policies for how we interact with the media, social media etc. and communications templates for responding to major/minor incidents.

Most communications team members have been working at Moorfields for less than two years. Lack of organisational memory in the team but this is increasing all the time.

Lack of understanding of what the communications function can offer other Moorfields teams. Need to clearly define what we can and can’t offer.

Outdated intranet which needs urgent redevelopment within the next year.

Moorfields NHS website also needs redevelopment within the next two-three years.

Opportunities Threats Opportunity to integrate communications across the

trust to include all business divisions and working closely with Moorfields strategic partners such as UCL.

Prioritising communications for initiatives/projects directly linked to strategic priorities. This will enable the communications function to support delivery of the organisational strategy.

Brand alignment project will enable the organisation to clearly and easily promote our family of brands with more impact.

Agreeing clear metrics and KPIs for the communications function will enable the department to clearly demonstrate our impact and change our approach accordingly.

In absence of communications being delivered strategically in the past, this has meant that staff do not always consult/inform the communications team before speaking to the media, presenting at conferences or submitting research papers to journals resulting in the communications function reacting to these situations and potentially leading to a negative impact on our reputation/brand.

Lots of major strategic programmes/projects (electronic medical record, NHS mail, service improvement etc) which all require communications support/guidance. This is often overlooked in the business case planning process and results in the directorate resources being spread too thinly.

There are often trust wide projects/announcements


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Reviewing and developing our suite of communications channels to ensure they have the most impact. For example redeveloping our intranet to increase two way feedback/collaboration between staff.

Moorfields research programme holds more potential and closer working/agreement of joint communications objectives between UCL, NIHR Moorfields Biomedical Research Centre and Moorfields Eye Charity could help to achieve this. For example increased media coverage and increased patient and public involvement in our research.

Our strategic objective to influence national policy could have potential to influence our proactive communications programme and partnership working.

which are taking place at the same time which can mean the communications team resources are spread thinly and we are not capitalizing on all opportunities. To effectively implement the communications strategy, the communications department will need to agree priority moments with the executive team for key events/proactive campaigns to avoid competing priorities wherever possible and flexibility so the team can react to opportunities/issues when they arise.

Moorfields network model of delivering care means that the communications need to liaise with a number of different communications teams regularly to ensure we are sharing information which may have an impact on our staff working in our network sites or be aware of issues having an impact on our host sites.

The focus of our strategy around discovery and innovation means that the trust will embark on work which may be controversial/risky which may have negative reputational impact and needs to be supported by the communications team.

Economic and political changes will impact the trust. For example Brexit, elections etc.

Trust not engaging commissioners early enough and lack of proactive engagement with new referral gatekeepers. This could have a reputational impact.

Lack of intelligence about our emerging competitors/market share. This could have a reputational impact.

Regulator inspections mean communications function resource may need to be redirected (for example to support the delivery of a CQC inspection).

Yearly obligations to deliver key things such as the annual report, review and AGM mean that there are always going to be key activity spikes/commitments for the communications function at certain times of year.


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Appendix 2 – breakdown of audiences, who is currently responsible and channels

Key audiences Current roles and responsibilities of the communications department

Communications channels

Staff (past, present and future)

The communications department is responsible for trust wide communications to staff and equips line mangers with communications to cascade to their teams. We work closely with other departments on promoting staff health and well-being initiatives, supporting staff engagement with trust wide programmes and positioning Moorfields as a great place to work in partnership with the human resources (HR) department. The Alumni Association lead on communications with past members of clinical staff.

Internal communications channels include: Weekly staff e-bulletin

‘Moorfields News’ Monthly chief executive team

brief. Monthly chief executive blog. Intranet. Computer login screens. Posters. External communications channels include: Social media channels. Website. Careers/professional

conferences (led by HR). Trade media.

NHS, private and research patients (past, present and future)

The communications department is responsible for trust wide communications to patients, carers and their families. This includes managing Moorfields NHS website and Moorfields Eye Charity website and their respective social media channels. Other Moorfields digital channels including websites and social media channels for Moorfields Private (this responsibility will move to the communications department following recruitment of the new dedicated role funded by Moorfields Private), Moorfields United Arab Emirates (UAE), Moorfields Biomedical Research Centre and Friends of Moorfields are managed by staff in these divisions. Patient information (including patient screens) is currently managed by the communications department but this responsibility will be moved to the patient experience department from April 2018 led by the director of nursing and allied health professions with support from the communications team for branding and disseminating leaflets both internally and externally.

Moorfields websites. Moorfields social media

channels including videos. Patients leaflets. Patient letters and welcome

leaflets. Nurse led helpline and

information hubs. Posters. Patient information screens. Patient and public forums.

organised by the BRC team.


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NHS choices reviews are managed by the patient experience team but the communications team will manage this from March 2018. Day to day responses to patient feedback is managed by patient advice and liaison service or the nurse led helpline.

Referrers/commissioners of NHS services (GPs and optometrists)

The NHS marketing and business development team lead on communications with referrers including GPs and optometrists. They also lead on building relationships with clinical commissioning groups (CCGs) working with the finance team and quality and safety team.

Health professionals section of Moorfields website and social media channels.

GPs engagement events. Handbook for GPs/support

offered by primary care liaison team.

Referrers to Private

The private business development and marketing team in London and the UAE lead on communications with referrers.

Moorfields Private and Moorfields UAE websites and social media channels.

Engagement events/conference presence.

Relationship building with embassies and insurance companies.

Students (past, present and future)

The Moorfields education team and UCL team lead on communications with students (past, present and future). The communications team supports promotion of educational courses and lectures by promoting them to staff and potential students through our internal and external communications channels.


‘Moorfields News’. Monthly chief executive team

brief. Posters. External communications channels include: Social media channels Website. Careers/professional

conferences (led by education team).

Trade media. Charity donors (Moorfields Eye Charity)

The communications with donors is led by Moorfields Eye Charity (MEC) with support/guidance from the communications team.



brief. Posters.


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External communications channels include: Social media channels. Websites. Visibility magazine produced

twice a year (managed by the MEC team).

Online newsletters for supporters/event participants. (managed by the MEC team)

Media coverage.

Charity donors (Friends of Moorfields)

The communications with donors/volunteers is led by the Friends of Moorfields with occasional support/guidance from the communications team.



brief. Posters. External communications channels include: Social media channels

(Friends of Moorfields channels managed locally by the charity team).

Websites (Friends of Moorfields website managed locally by the charity team).

Peacock magazine produced four times a year (managed by Friends of Moorfields team).

Online newsletters (managed by Friends of Moorfields team).

Governors The corporate governance team lead on

communications with our governors by organising council meetings, briefings and managing elections. The communications team works with the corporate governance team to support the governors with communications to their constituents (see member communications below) and also provides briefings to the governors on key trust news/updates.

Council meetings Briefings on key

updates/news


23

Members (past, present and future)

The communications department works with the corporate governance team to deliver trust wide communications to Moorfields 20,000 foundation trust members.

Welcome leaflet (promotes becoming a member).

Moorfields website and social media channels.

Newsletters and invitations to events such at the AGM.

Copy of the annual review. See sub-paper on proposal

for developing member communications.

Public (local residents across our network)

The communications department leads on communications with local residents across Moorfields NHS network of sites and advises internal project teams on this as part of development projects/change programmes. Frontline staff members are also responsible for this and the communications team supports them with briefings following moments of intense media interest or during major incidents.

Website and social media channels including videos.

Letters/newsletters/articles in local media and invitations to engagement events (working in partnership with local council/CCG).

Partners (commercial, charitable, professional bodies, regulators etc)

The communications team lead on communications to these groups to promote Moorfields initiatives but day to day relationships are managed by the management executive, business development and marketing team, research team and Moorfields Eye Charity.

Website and social media channels including videos.

Stakeholder events/attending conference.

One on one relationship building.

Partnerships formed where appropriate.

Royalty, politicians including local government representatives and VIPs

The communications team support the chief executive and chairman with communications with our patron, politicians including local government representatives. We also advise on VIP visits to the hospital.

Personalised letters, cards and briefings.

Briefings for the chief executive and chairman ahead of meetings.

Journalists The communications lead on all communications with the media. This includes managing media enquiries (positive and negative), arranging media interviews, responding to filming requests from the media and documentary makers, briefing spokespeople, issuing press releases and devising media campaigns.

One to one briefings. Press releases and

statements. Sourcing stories. Placing case studies and

experts. Sharing media stories/

coverage with staff through Moorfields News staff newsletter, a bi-weekly report to senior staff and daily media alerts.


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Appendix 3 – communications function objectives, deliverables and metrics Year 1 implementation plan The five strategic priorities agreed by the board for 2018-2019 have been highlighted below in bold as particular areas of focus for the communications team to deliver. In addition, other areas of work which enable delivery of the organizational strategy have also been highlighted in bold. Priority Communications

objective 2018-2019 Deliverable Due date Metrics

Strategic objective one - We will pioneer patient-centred care with exceptional clinical outcomes and excellent patient experience Improve the experience of day care patients and outpatients.

We will partner with colleagues to support delivery of staff and patient engagement in trust-wide strategic programmes.

Support delivery of service change/development communications (both NHS and private) both internally and externally by advising programme and projects teams on developing and delivering communications plans on the following:

Patient feedback and complaints.

Staff feedback via team brief process/line managers.

Feedback from management executive/trust management board.

Darent Valley expansion Q1

St George’s redevelopment Q1

Patient involvement strategy Q1

Catering review Q1-Q3

Improve how Moorfields communicates with patients

We will partner with colleagues to support delivery of staff and patient engagement in

Support delivery of communications to staff and patients about the accessible information standard. Timing TBC.

Q1 Patient feedback and complaints.



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trust-wide strategic programmes .

Support the launch of a new code of behaviour to both staff and patients Timing TBC.

TBC Feedback from management executive/trust management board.

Staff clickthroughs via internal emails.

Website views/downloads of patient information.

To support the transfer of the patient information responsibilities to the patient experience team by April 2018. Communications team to continue to ensure patient information is on brand and disseminated through internal and external communications channels.

Q1

Improve quality and safety systems and processes and organisational culture

We will partner with colleagues to support delivery of staff and patient engagement in trust-wide strategic programmes

Support sustained communications about our quality strategy and its impact to staff and patients until March 2019.

Q4 Patient feedback and complaints

Staff feedback via team brief process/line managers

Sign ups to the vanguard toolkit (website sign ups, website views) and 5 of those signing up saying they found out about it via one of our communications channels (website, social media etc)

Feedback from management executive/trust management board

Support the vanguard kite mark initiative working collaboratively with the national orthopaedic alliance.

TBC

Support the launch of the service improvement and sustainability programme to staff, patients and external stakeholders.

Q1 (TBC)


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Support sustained communications about our service improvement and sustainability programme including new models of care and its impact on staff and patients.

Q4

Improve quality and safety systems and processes and organisational culture

We will partner with colleagues to support delivery of staff and patient engagement in trust-wide strategic programmes

Support review of incident and emergency responses plans to ensure the communications team are equipped to provide the support needed during incidents or moments of intense media interest by August 2018. Ongoing exercising of communications team response to major incidents/crisis comms.

Q2

Strategic objective two - We will be at the leading edge of research, making new discoveries with our partners and patients Become a world leading Biomedical Research Centre

We will partner with UCL and Moorfields Eye Charity to position our research and discoveries as innovative to both internal and external audiences to increase understanding and recognition for our work.

To work with NIHR Moorfields Biomedical Research Centre, UCL Institute of Ophthalmology and Moorfields Eye Charity to agree internal and external communications strategy for 2018-2019 to support the delivery of our strategic objectives by June 2018.

Q1

National media coverage secured

Website visits per month (particularly following the publication of research stories).

Staff awareness of our research successes (TBC how we measure this)


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To support the delivery of joint communications plan both internally and externally until March 2019.

Q4

Strategic objective three - We will innovate by sharing our knowledge and developing tomorrow’s experts Education strategy

We will position and promote Moorfields education courses by partnering with colleagues to amplify our marketing campaigns.

Position Moorfields as a great place to train by amplifying education marketing campaigns by promoting courses/training opportunities through developing and delivering a digital and social media communications plan.

Awaiting director of education to advise on overall strategy and communications support needed.

% course attendees/trainees saying they found out about the training course/module from Moorfields communications channels (website, social media etc)

Strategic objective four - We will collaborate to shape national policy

Ensure our staff are aware of and contribute to our policy work

We will position Moorfields as valued champion of the eyecare community by ensuring our staff, patients and partners are aware of and can contribute to our policy work, helping us to prioritise and contribute.

Support development and delivery of communications to staff to engage them in shaping what our policy priorities are for 2018 – 2022.

TBC

Numbers of staff who are involved in shaping our policy priorities via workshops, surveys etc.

Staff awareness of our policy priorities (TBC how we measure this)

Number of consultations responded to and whether our comments are included as part of final strategies/guidelines.

To support the launch of our policy priorities both internally.

TBC

Ensure our patients and partners are

We will position Moorfields as valued

Support development and delivery of communications to partners and patients

TBC

Numbers of patients who are involved in shaping our policy


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aware of and contribute to our policy work

champion of the eyecare community by ensuring our staff, patients and partners are aware of and can contribute to our policy work, helping us to prioritise and contribute.

to engage them in shaping what our policy priorities are for 2019 – 2022.

priorities via workshops, surveys etc.

Patients awareness of our policy priorities (TBC how we measure this)

To support the launch of our policy priorities externally. Timing TBC.

TBC

Strategic objective five - We will attract, retain and develop great people Modernise our recruitment processes to ensure we attract talent to the organisation from the widest possible pool

We will position and promote Moorfields as an employer that people aspire to work with by partnering with human resources colleagues to amplify our marketing campaigns to attract potential new staff.

Position Moorfields as a great place to work by amplifying recruitment marketing campaigns by promoting recruitment open days/events, vacant roles (including apprenticeships) and staff stories through our digital and social channels until March 2019.

Q1- Q4 % of applicants (including those attending recruitment open days) who said they found out about the role (including apprenticeships) they were applying for via Moorfields communications channels (website, social media etc).

Work with the director of nursing and allied health professions to launch a nursing strategy in 2018 (date TBC).

Q1 TBC

Tackle the challenge of staff retention to

We will position Moorfields as an

To recognise staff successes by jointly delivering a ‘Moorfields Stars’ ceremony

Q1 – Q4 Feedback from staff who are nominated or attend the


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ensure the trust can retain the talent it needs.

inclusive, caring and supportive employer by working with human resources colleagues to engage staff and retain talent.

with the HR department by April 2018 and supporting internal communications about the monthly staff awards.

Moorfields stars ceremony. Numbers of staff nominated for

awards and their feedback from being involved/attending the ceremony.

Reviewing our internal communications offer to staff by conducting a yearly internal communications survey and changing our strategy accordingly to ensure we support staff through their employment lifecycle (including onboarding, engagement, retention and exit) working in partnership with HR colleagues.

Q1 Feedback from staff about how helpful they find particular communications channels.

To deliver a new intranet that will enable us to meet our organisational objectives and will enable two-way feedback. Business case to be approved by April 2018. New intranet platform delivered by June 2019.

Q1-Q4 Involvement from staff in development.

Staff feedback via team brief process/line managers and surveys.


Tackle the challenge of improving equality and diversity to ensure that we deliver on our commitment to be inclusive

We will position Moorfields as an inclusive, caring and supportive employer by working with human resources colleagues to engage staff and retain talent.

Working with the HR department to deliver communications to staff to ensure at least 50% of staff members take part in the staff national survey and results are shared back with staff using a ‘you said, we did approach’ including areas for improvement to demonstrate our responsiveness as an employer.

Q3 and Q4

At least 50% of staff take part in the national online staff survey.

Patient feedback and complaints



Support the launch of our Focus on Inclusion report to staff and patients by

Q1


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March 2018/2019 and support sustained communications to staff and patients until March 2018/2019. Ensure moments/holidays/celebrations throughout the year are recognised in our internal and external communications to ensure all staff feel valued/included. Support ongoing communications about staff forums/networks such as MoorAbility and BeMoor until March 2018.

Q4

Promote staff health and wellbeing through a comprehensive programme that staff value.


Ensure the health and wellbeing of our people is a key part of our internal communications strategy by supporting the promotion of key campaigns (CQUINs) such as the flu campaign and health and well-being initiatives such as Healthy Living Week by March 2019.

Q3 and Q4

Ensuring at least %75 of frontline staff get their flu jab.

Numbers of staff who take part in Healthy Living Week activities (or other campaigns TBC).

Strategic objective six - We will have an infrastructure and culture that supports innovation. Progress the hospital move so that the new state-of-the-art facility, in a central London location, is operating by 2023

We will partner with colleagues to support delivery of staff, patient and stakeholder engagement and support for trust-wide capital investment programmes (Project Oriel) and strategic IT

To ensure key external influencers involved in the capital investment development (CID) programme feel informed, consulted & are supportive of the CID programme by working in partnership with UCL to develop a robust stakeholder engagement plan.

Q1 – Q4

Media coverage about Moorfields capital investment programme and its tone.

Feedback from external influencers and donors about Moorfields capital investment programme.


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infrastructure programmes (electronic medical record and NHS)

To work in partnership with Moorfields Eye Charity to deliver an effective supporter engagement strategy ensuring any support is acknowledged in communications and promoted to embed philanthropy across Moorfields.

Q1 – Q4

Feedback from external influencers and donors about Moorfields capital investment programme.

Deliver an effective change management process with staff and patients in support of Project Oriel

We will partner with colleagues to support delivery of staff, patient and stakeholder engagement and support for trust-wide capital investment programmes (Project Oriel) and strategic IT infrastructure programmes (electronic medical record and NHS mail).

To ensure staff and volunteers feel informed, consulted and positively engaged in Moorfields’ CID programme by working in partnership with UCL to deliver an effective internal communications strategy.

Q1 – Q4

Feedback from staff and internal stakeholders and donors about Moorfields capital investment programme.

Feedback from external audiences such as members & patients about Moorfields capital investment programme.

Numbers of staff feeding into intranet development and brand refresh project.

To ensure key external audiences such as members & patients feel informed & consulted in a timely manner about developments by working in partnership with UCL to develop an effective external

Q1 – Q4


32

communications strategy until 2023.

Support the development and delivery of a member engagement/communications (including recruitment) strategy in partnership with the corporate governance team by April 2018 including a programme of communications for members and patients. Support communications to promote Moorfields AGM and annual report. See appendix 4 for membership communications proposal including a two year implementation plan.

Q1

Supporting engagement of staff in the brand refresh project through an internal communications strategy by June 2018.

Q1

To offer electronic medical records, including update to the existing Open Eye software


Deliver communications strategy to support staff engagement in our electronic medical record programme and adoption of new system including move to NHS Mail in April 2018.

Q2 Staff feedback via team brief process/line managers.


Reporting/feedback from information assurance team.


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Support delivery of communications to ensure compliance with the new General Data Protection regulations by May 2018. To put in place communications team processes to ensure we are working in a way which is compliant and best practice.

Q1

Strategic objective seven - We are able to deliver a sustainable financial model Establish awareness and understanding of Moorfields financial model

We will partner with finance colleagues to increase staff understanding of Moorfields financial model and the contribution of our commercial businesses.

Deliver an internal communications strategy to increase staff understanding and awareness of our financial model and the contribution of our commercial businesses.

Q2 Staff feedback via team brief process/line managers.


Strategic objective eight - We will be enterprising to support and fund our ambitions Increase contribution from Moorfields Private to fund work within the NHS

We will position and promote Moorfields Private and Moorfields UAE by partnering with colleagues to amplify our marketing campaigns.

Deliver an external communications strategy working with Moorfields Private and Moorfields UAE to amplify our marketing campaigns.

Q2 % of patients saying they found out about Moorfields Private and Moorfields UAE from media coverage, Moorfields Private and Moorfields UAE websites or social media channels.

Website views on Moorfields Private and Moorfields UAE websites.

Referrals to Moorfields Private and Moorfields UAE websites following media coverage.

Engagement on Moorfields Private and Moorfields UAE social media channels.


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Year 2 implementation plan Priority Communications

objective 2019-2020 Deliverable Due date Metrics

Strategic objective one - We will pioneer patient-centred care with exceptional clinical outcomes and excellent patient experience Improve the experience of day care patients and outpatients.

We will partner with colleagues to support delivery of staff and patient engagement in trust-wide strategic programmes.

Support delivery of service change/development communications both internally and externally by advising programme and projects teams on developing and delivering communications plans on the following:




Staff clickthroughs via internal emails

Website views/downloads of patient information

Ongoing service and quality improvement programme communications.

Q1 – Q4

Patient involvement strategy ongoing communications.

Q1 – Q4

Ongoing exercising of communications team response to major incidents/crisis comms.

Q1 and Q4


35

Strategic objective two - We will be at the leading edge of research, making new discoveries with our partners and patients Become a world leading Biomedical Research Centre

We will partner with UCL and Moorfields Eye Charity to position our research and discoveries as innovative to both internal and external audiences to increase understanding and recognition for our work.

To work with Moorfields’ Biomedical Research Centre, UCL Institute of Ophthalmology, UCL and Moorfields Eye Charity to support the delivery of joint research communications both internally and externally until March 2020.

Q1-Q4

National media coverage secured

Website visits per month (particularly following the publication of research stories).

% patients signing up to research trials saying they found out about the trial from the media or communications channels (website, social media etc).

Staff awareness of our research successes (TBC how we measure this)

Strategic objective three - We will innovate by sharing our knowledge and developing tomorrow’s experts Education strategy

We will position and promote Moorfields education courses by partnering with colleagues to amplify our marketing campaigns.

Position Moorfields as a great place to work by amplifying education marketing campaigns by promoting courses/training opportunities through developing and delivering a digital and social media communications plan.

Q1- Q4 % course attendees/trainees saying they found out about the training course/module from Moorfields communications channels (website, social media etc.).

Strategic objective four - We will collaborate to shape national policy

Ensure our staff are aware of and contribute to our policy work

We will position Moorfields as valued champion of the eye care community by ensuring our staff, patients and partners

Support ongoing communications to staff to engage them in delivering policy priorities are for 2019 – 2022.

Q1-Q4

Staff awareness of our policy priorities (TBC how we measure this)


36

are aware of and can contribute to our policy work, helping us to prioritise and contribute.

Ensure our patients and partners are aware of and contribute to our policy work

We will position Moorfields as valued champion of the eye care community by ensuring our staff, patients and partners are aware of and can contribute to our policy work, helping us to prioritise and contribute.

Support ongoing communications to partners and patients to engage them in delivering policy priorities are for 2019 – 2022.

Q1-Q4

Numbers of patients who are involved in shaping our policy priorities via workshops, surveys etc.

Patients awareness of our policy priorities (TBC how we measure this)

Strategic objective five - We will attract, retain and develop great people Modernise our recruitment processes to ensure we attract talent to the organisation from the widest possible pool

We will position and promote Moorfields as an inclusive and great place to work by partnering with human resources colleagues to support staff engagement and to attract potential new staff.

Position Moorfields as a great place to work by amplifying recruitment marketing campaigns by promoting recruitment open days/events, vacant roles (including apprenticeships) and staff stories through our digital and social channels until March 2020.

Q1- Q4 % of applicants (including those attending recruitment open days) who said they found out about the role (including apprenticeships) they were applying for via Moorfields communications channels (website, social media etc).


We will position and promote Moorfields as an inclusive and great place to work by partnering with human resources colleagues to support staff engagement and to

Working with the HR department to deliver communications to staff to ensure at least 55% of staff members take part in the staff national survey and results are shared back with staff including areas for improvement.

Q3 and Q4

At least 55% of staff take part in the national staff survey.



Feedback from management


37

attract potential new staff.

executive/trust management board

Tackle the challenge of staff retention to ensure the trust can retain the talent it needs.


To recognise staff successes by jointly delivering a ‘Moorfields Stars’ ceremony with the HR department by April 2020 and supporting internal communications about the monthly staff awards.

Q1 – Q4 Feedback from staff who are nominated or attend the Moorfields stars ceremony.

Numbers of staff nominated for awards and their feedback from being involved/attending the ceremony.

Reviewing our internal communications offer (including new intranet) to staff by conducting a yearly internal communications survey and changing our strategy accordingly to ensure we support staff through their employment lifecycle (including onboarding, engagement, retention and exit) working in partnership with HR colleagues.

Q1 Feedback from staff about how helpful they find particular communications channels.



Working with the HR department to deliver communications to staff to ensure at least 50% of staff members take part in the staff national survey and results are shared back with staff using a ‘you said, we did approach’ including areas for improvement to demonstrate our responsiveness as an employer.

Q3 and Q4

At least 50% of staff take part in the national online staff survey.

Patient feedback and complaints.



Support the launch of our Focus on Inclusion report to staff and patients by March 2019 and support sustained communications to staff and patients until March 2020. Ensure

Q1 Q1-Q4


38

moments/holidays/celebrations throughout the year are recognised in our internal and external communications to ensure all staff feel valued/included.

Support ongoing communications about staff forums/networks such as MoorAbility and BeMoor until March 2020.

Q4

Promote staff health and wellbeing through a comprehensive programme that staff value.


Ensure the health and wellbeing of our people is a key part of our internal communications strategy by supporting the promotion of key campaigns (CQUINs) such as the flu campaign and health and well-being initiatives such as Healthy Living Week by March 2020.

Q3 and Q4

Ensuring at least %75 of frontline staff get their flu jab.

Numbers of staff who take part in Healthy Living Week activities (or other campaigns TBC).

Strategic objective six - We will have an infrastructure and culture that supports innovation. Progress the hospital move so that the new state-of-the-art facility, in a central London location, is operating by 2023

We will partner with colleagues to support delivery of staff, patient and stakeholder engagement and support for trust-wide capital investment programmes (Project Oriel) and strategic IT infrastructure programmes (electronic medical record and NHS)

To ensure key external influencers involved in the capital investment development (CID) programme feel informed, consulted & are supportive of the CID programme by working in partnership with UCL to develop a robust stakeholder engagement plan until 2023.

Q1 - Q4

Media coverage about Moorfields capital investment programme and its tone

Feedback from external influencers and donors about Moorfields capital investment programme

To work in partnership with Moorfields Eye Charity to deliver an effective

Q1 - Q4


39

supporter engagement strategy ensuring any support is acknowledged in communications and promoted to embed philanthropy across Moorfields.

Deliver an effective change management process with staff and patients in support of Project Oriel


To ensure staff and volunteers feel informed, consulted and positively engaged in Moorfields’ CID programme by working in partnership with UCL to deliver an effective internal communications strategy until 2023.

Q1 - Q4

Feedback from staff and internal stakeholders and donors about Moorfields capital investment programme

Feedback from external audiences such as members & patients about Moorfields capital investment programme

Numbers of staff feeding into intranet development and brand refresh project

Feedback from staff about new intranet platform and brand refresh

Feedback from members about member communications and numbers of members signing up to receive email communications.

To ensure key external audiences such as members & patients feel informed & consulted in a timely manner about developments by working in partnership with UCL to develop an effective external communications strategy until 2023.

Q1 - Q4

Support the ongoing delivery of member engagement/communications in partnership with the corporate governance team. Support

Q1 - Q4


40

communications to promote Moorfields AGM and annual report.

To offer electronic medical records, including update to the existing Open Eye software


Deliver communications strategy to support staff engagement in our electronic medical record programme and adoption of new system.

Q1 - Q4



Reporting/feedback from information assurance team

Strategic objective seven - We are able to deliver a sustainable financial model Establish awareness and understanding of Moorfields financial model

We will partner with finance colleagues to increase staff understanding of Moorfields financial model and the contribution of our commercial businesses.

Deliver an internal communications strategy to increase staff understanding and awareness of our financial model and the contribution of our commercial businesses.

Q1-Q4 Staff feedback via team brief process/line managers


Strategic objective eight - We will be enterprising to support and fund our ambitions Increase contribution from Moorfields Private to fund work within the NHS

We will position and promote Moorfields Private and Moorfields UAE by partnering with colleagues to amplify our marketing campaigns.

Deliver an external communications strategy working with Moorfields Private and Moorfields UAE to amplify our marketing campaigns.

Q1-Q4 % of patients saying they found out about Moorfields Private and Moorfields UAE from media coverage, Moorfields Private and Moorfields UAE websites or social media channels

Website views on Moorfields Private and Moorfields UAE websites


41

Referrals to Moorfields Private and Moorfields UAE websites following media coverage

Engagement on Moorfields Private and Moorfields UAE social media channels


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Appendix 4 – Foundation trust membership communications proposal Proposal for how we communicate with our foundation trust members Background As an NHS foundation trust, we are a membership organisation. This means that anyone who is over the age of 14 and is either a patient, a member of staff, or who lives in one of our public constituencies can become a member of our foundation trust. Our members, and the governors who represent them, help us to stay in touch with the communities we serve, provide valuable feedback on our services and can get involved in a range of other events and activities. As a specialist hospital, the vast majority of our current or potential members have experience of the hospital, either by having been a patient or having a relative who has been a patient. As of January 2018, the trust has 17,887 members, plus approximately 2,300 staff members. Having this volume of members presents some challenges in engaging in an efficient and cost effective way. Moorfields staff are assumed to be members of the trust unless they opt out, whereas public and patient members have to ‘opt in’ by completing an application form for membership. Foundation trust membership has not been proactively promoted to staff in recent years so consideration needs to be given to how this will be promoted to staff internally including how they can opt out before staff start to receive member e-newsletters. Membership engagement strategy Moorfields has recently developed a membership engagement strategy with input from its membership council. The strategy aims to:

Harness the experience, knowledge and skills of our membership by actively engaging and providing them with opportunities to feed back about the development of the trust and its work.

Encourage members to actively participate in our work by providing them with opportunities to advocate for our services, campaigns and where appropriate to support Moorfields Eye Charity and Friends of Moorfields.


43

Provide timely information to members to ensure they are informed about our work, services and major projects . Build awareness, visibility and interaction between governors and their constituents to enable governors to hold

non-executive directors to account and carrying out their other statutory responsibilities. Maintain and develop a membership that is representative of the communities that Moorfields’ serves. Clearly communicate the benefits of membership to both existing members and potential new members. Provide evidence and assurance that the elected governors are working for the benefit of the trust and the

membership. Membership communications objectives To enable delivery of the trust’s membership engagement strategy, we will: 1. Provide timely information (including opportunities to provide feedback) to members to inform them about our work,

services and major projects across all areas of Moorfields work including clinical care, research, education and the work of our charities and private practice by delivering: - quarterly email news updates (using an email marketing tool). - yearly annual review publication (digital or hard copy). - a bi-yearly printed magazine aimed at patients and their carers, family and friends (which is shared digitally for members who we communicate with via email).

2. Clearly communicate the benefits of membership to recruit and retain members by: - updating and regularly reviewing the membership section of our intranet and website. - updating membership collateral including leaflets, posters and patient screens to display across Moorfields network. - proactively promoting membership through our social media channels, e-newsletter, magazine and annual review.

Recommendations

Following a review of the way we currently communicate with our target audiences it is recommended that a magazine is produced which is targeted at Moorfields patients (NHS and private) and their carers/friends/families. To deliver the membership engagement strategy, all members would receive the magazine (in hard copy or via email) but only members can sign up to attend member events. The magazine will also be available in display ‘bins’

across Moorfields network. The magazine will enable the Trust to inform patients and supporters about major


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developments and ways to get involved in our work such as being advocates for Moorfields, taking part in charity events or to be aware of the services available from our private practice.

The proposed schedule of communications will need to be agreed with Moorfields Eye Charity and Friends of Moorfields to ensure it compliments their communications schedules. It is recommended that the trust’s magazine

doesn’t replace the charities publications but both charities receive coverage in each issue to promote their

forthcoming events and achievements with information about how readers can sign up to their communications channels.

Advertising opportunities are explored with Moorfields Private and implemented as appropriate.

Moorfields UAE consulted about whether a magazine would be appropriate for their clients or whether a separate magazine would need to be considered/content reused in different ways.

All staff are informed via our internal communications channels/their corporate induction that thy are automatically members of the trust and will start to recieve quarterly membership emails but they can opt out from receiving these communications. Staff to be informed of benefits of being a member, for example invitations to events. Also need to ensure there is some ‘exclusive’ feature content in the member newsletters so staff have not read content via other internal communications channels

Tactical implementation plan

Objective Action to deliver Responsible Due date Evaluation metrics

Provide timely information (including opportunities to provide feedback) to members to inform them about our work, services and major projects across all areas of Moorfields work including clinical

Quarterly email news updates (using email marketing tool, Poppulo)

Helen Essex and Sandeep Dhillon

April 2018 – spring edition

July 2018 – annual review edition

October 2018 – autumn edition

January 2019 – winter edition

April 2019 – spring edition

Open rates Click through

rates Participation in

surveys Event sign ups Yearly

feedback survey


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care, research, education and the work of our charities and private practice

July 2019 – annual review edition

October 2019 – autumn edition

Yearly annual review publication (digital and hard copy).


Thursday 19 July (to be launched on day of Moorfields annual general meeting).

Website downloads

Feedback from members via AGM event survey

Feedback via social media channels

A bi-yearly printed magazine (content shared in e-mail newsletter version). It is proposed that the first edition is planned for October 2018 to enable for a tender process to take place for a publishing partner, design of the magazine following the brand review work and approval of budget.


October 2018 January 2019 October 2019 January 2020

Yearly feedback survey

Pick-ups from magazine displays across Moorfields network

To retain and recruit new members by clearly

Updating and regularly reviewing

Helen Essex and Sandeep

Initial review to be

Website traffic

to membership


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communicating the benefits of membership to both existing members and potential new members

the membership section of our intranet and website

Dhillon completed by February 2018.

Ongoing updates in line with newsletter schedule.

section

Updating membership collateral including leaflets, patient screens and posters to display across Moorfields network


Leaflet available from March 2018

Patients screens updated by March 2018

Posters developed and displayed by April 2018

Asking

members how they found out about membership when they sign up

Member sign ups

Proactively promoting membership through Moorfields NHS social media channels (Twitter, facebook and Linked In)


Membership messaging included in social media posts at least 5 times a month.

Website traffic

to membership section from social media posts.

Budget

The communications budget currently includes predicted expenditure for:

The production, printing and mailing of the annual report and review. Email software tool for member communications.

It does not currently include budget for producing a printed magazine twice a year for patients, visitors and members and to display across Moorfields network sites in the UK. Both Moorfields Eye Charity and Moorfields Private will be approached to provide funding to support the production of a magazine


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References i 2016 national NHS Staff Survey – results for Moorfields Eye Hospital NHS Foundation Trust http://www.nhsstaffsurveys.com/Caches/Files/NHS_staff_survey_2016_RP6_full.pdf

agenda item 08 communications strategy board of directors ... · agenda item 08 – communications...

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