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Communications Strategy Open, clear and honest communications

Author: Liz Harrison Head of Communications First published: June 2007 DRAFT

Kirklees PCT Communications Strategy

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Contents

Page Number 1. Purpose 2. Executive Summary

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3. PCT Vision and Values

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4. PCT principles for communications

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5. Scope and responsibilities

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6. Key outputs

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7. Key stakeholders

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8. Key messages

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9. Internal communications

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10. External communications

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11. Staff and public involvement

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12. Challenges and issues

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13. Evaluation

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14. Distribution

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15. Review

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16. Communications Action Plan

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Appendix One – Key messages

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Contact Liz Harrison Head of Communications Kirklees Primary Care Trust Tel: 01484 466004 or 07796 691804 Email: liz.harrison@kirkleespct.nhs.uk Website: www.kirklees-pct.nhs.uk

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1. Purpose To set out the strategic direction and principles for Kirklees Primary Care Trust for how we will improve and strengthen communications both internally and externally. To consistently deploy proactive communications to enhance the reputation of the PCT, retain and recruit the best staff and be a leading health organisation.

2. Executive Summary Communications is everyone’s business and activity needs to be integral to the PCT’s core business operation. It is crucial to building and maintaining public confidence in the local NHS and must therefore be planned and sustainable. Effective communication is about getting the right messages to the right audiences through the most appropriate channels at the most appropriate times. It is also a two way process. As well as informing and sharing, we need to listen and respond to incoming communications. People, inside and outside the organisation, need to know what the PCT does, says, supports and delivers and why. Communications needs to be patient focused and centred, so patients and the public have the information they need to make informed choices about their care and are able to influence the development of services. Staff at all levels need to have information to do their job, to be supported at work, to develop their full potential and be able to influence the development of the organisation and its services. Partner organisations need to be informed and consulted in the assessing, planning and commissioning and provision of services. In the evolving world of the “new” PCT where our provider services become more separate, communicating to its staff and receiving information, particularly about the performance of these services, will become more of a challenge. Provider services are committed to sharing this strategy, its vision and objectives. The PCT works across seven localities, which have a range of differing communication and health needs. It is important we consider the staff and population within those localities, so they get the right information, at the right time and that this information is accessible. We will also seek out ways we can work with our partners, such as Kirklees Council, on new social marketing techniques to proactively seek to change people’s behaviours on public health issues and health choices. This strategy sets out a strategic framework for making sure that internal and external communications meet the following criteria:

Kirklees PCT Communications Strategy

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     

Protect and reinforce a positive reputation for the organisation Keep the public, staff and stakeholders informed Forge a new and closer relationship with the public and patients Build a proactive, rather than a reactive relationship with the media Production of high quality information Proactively seek to change people’s behaviour through social marketing

This strategy is written in conjunction with the PCT’s Media Handling Policy and the Communications Action Plan sets out how the PCT will implement this strategy. It addresses three key areas of communication for the PCT:  Internal communications  External communications  Staff and patient involvement Within each key area, the strategy identifies:  Objectives  Stakeholders (the people with whom we need to communicate)  Methods of communication The Communications Team will work closely with the Patient and Public Involvement team and other staff members to continually strive to develop new, innovative and effective ways of communicating.

3. PCT vision and values One of the PCT’s values states that we are: “To encourage open, clear and honest communication”. Good quality, effective two-way communication is fundamental to the success and health of any organisation. It is key for us in achieving our vision as we strive to “achieve the best health and well being for all the people of Kirklees”.

4. PCT principles for communications  Clear, open, honest, effective and accountable  Corporate – clear, accurate and consistent messages, linked to the vision and values and visual branding  Work in a way that encourages and supports good two-way communication  Planned, timely, targeted and accessible – reaching the right audience at the right time, particularly hard-to-reach groups  Cost effective, high quality information – maximising our resources  Communications is everyone’s responsibility and skills will be shared and developed  Work in partnership with other agencies, key stakeholders and the public  Listen – relate effectively with staff, patients and stakeholders

Kirklees PCT Communications Strategy

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5. Scope and responsibilities This strategy applies to:  All staff employed by Kirklees PCT and all services/activities undertaken by the PCT should follow the communications principles.  Any organisation which delivers care on behalf of Kirklees PCT, including Provider Services – to know that these are the standards we expect.  Our partner agencies – to work with us towards these aims.  Patients, public, carers and key stakeholders – to see what it is we want to do and to be able to tell us if we don’t meet up to expectation

6. Key outputs The Communications Team sits within the Corporate Services directorate and is responsible for making sure this strategy is implemented and that corporate standards for communications are maintained. The team will strive to deliver a number of key outcomes, which are outlined in the action plan. These include:          

Eight issues of staff newsletter TalkAbout Team Briefing delivery and training Monthly staff sessions with CEO or senior team 100 proactive media stories Production of high quality PCT publications Support three to five public health campaigns Communications champions Up-to-date intranet and internet Database of key stakeholders and “interested people”, and 2-3 mailings per year 80% of staff aware of PCT vision and values

7. Our key stakeholders The primary audience of the communications team includes Kirklees residents and patients, PCT staff and key stakeholders. The secondary audience is made up of community leaders, opinion formers, businesses, public agencies and politicians who impact on the work of the district. A detailed list of stakeholders is included under the objectives.

8. Our key messages We will work to a set of key messages, which we will use in our public and internal information to make sure we are consistent. These are linked to the PCT’s vision and values and strategic objectives and are outlined in Appendix One.

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9. Internal communications Good internal communications are essential to the operation of any organisation. Employees who are well informed are more likely to feel involved in the organisation, to understand its objectives, and be motivated. The more employees feel satisfied and involved the more likely they are to become ambassadors for the organisation. If we get communications right it can impact on the patient experience and public confidence. A MORI poll revealed that one in four people get their impression of the NHS from staff and 75% trust the information from the medical profession. Effective internal communications means we will:  Run the business of the PCT more effectively  Have a workforce that is confident and skilled at listening and communicating  Have and retain a workforce which considers itself valued  Be able to communicate more effectively with our external audiences – because our own staff are our best ambassadors.

Objectives  To facilitate effective two-way internal communications (consistent, timely and relevant information) within the PCT;  To make sure that all staff are given every opportunity to be fully informed and involved in the work and strategic direction of the PCT;  To encourage and develop co-operation, the exchange of ideas, views and information throughout the PCT;  To develop a culture where managers and staff feel motivated and empowered to make a contribution, and where communication is seen as a joint responsibility;  To communicate and celebrate our successes and learn from our failures. All staff have a crucial role to play in maintaining good internal communications. Key communications tasks for all directors and managers include:  Encouraging a climate of two-way communication at all levels  Talking to their teams about key decisions  Listening to employees’ concerns  Finding answers for employees and making sure they have the necessary information to answer enquiries from the public  Being clear and consistent in the methods and frequency of communicating with employees  Setting up a programme of regular team meetings and one-to-one meetings with all directly managed employees All staff need to:  Recognise that good communication is an integral part of the job they do.  Be responsible for making sure they attend team meetings, read email bulletins, the PCT newsletter and the Intranet to keep themselves up to date with current information.  Be responsible for seeking out information.

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Stakeholders       

   

All staff Community services staff Staff in different locations HQ staff Directors Trade Union reps Other independent contractors: community pharmacists, dentists and opticians, and their staff Board members, including NonExecutive Directors (NEDs) Professional Executive Committee (PEC) members The Senior Management Team (SMT) Board sub committee members

Methods                       

Kirklees PCT Communications Strategy

Weekly e-bulletin (Weekly Talk) Team Briefing (Team Talk) Staff newsletter (TalkAbout) Lunchtime sessions with CEO and Chairman (Lunch Talk) Open staff sessions (Talk Time) Trust board meetings Email Notice boards Intranet Pay roll attachments Annual staff awards SMT meetings Staff meetings Annual staff surveys using feedback to improve communications One to ones Letters Posters/notices AGM Presentations Work shadowing Innovation Fund Ideas Fund Investors in People accreditation

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10. External communications Good communication with audiences outside of the PCT is essential to make sure they are informed of PCT activities and decisions, and to explain how and why decisions have been reached. It helps to build public confidence in the local NHS and give people the information they need to make informed choices about their care and support them to take responsibility for their own health. It also gives people the opportunity to feedback about our services or the decisions we make. The communications team needs to make sure it maximises the resources available to us, for example making use of school nurses to deliver public health messages in schools. A MORI poll revealed that the most reliable information about the NHS was from leaflets, so the communications team has a role to play in making sure our leaflets are high quality and widely accessible

Objectives:  To improve the reputation and raise the profile of the PCT, its services and the local NHS;  To adopt a proactive approach towards the media as a means of communicating with patients and the public;  To inform patients and stakeholders of plans, service developments, and public health messages ;  To develop clear two way communication with patients and the public, where patients, carers and users can feedback;  To communicate and celebrate our achievements and successes;  To develop clear and consistent public information;  To develop effective communication with hard-to-reach groups  To develop effective relationships with key stakeholders.

Stakeholders NHS / partners  Department of Health  Yorkshire and Humber Strategic Health Authority  Independent and salaried contractors: GPs, dentists, pharmacists, optometrists and their staff  NHS provider trusts which whom the PCT contracts  Neighbouring PCTs  NHS Direct  Local professional committees  Kirklees Council staff  Private and voluntary sector providers

Kirklees PCT Communications Strategy

Methods  Trust board meetings held in public  A variety of PCT publications (including annual report, guide to services)  Attendance at meetings and forums, including AGM  Leaflets, posters and other materials produced by the PCT  Website – www.kirklees-pct.nhs.uk  Events and presentations  Practice protected time events  Press releases  Marketing campaigns

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 Kirklees Overview and Scrutiny Committee  Local Area Committees  LSP partners and members  Independent Sector Treatment Centres  Connecting for Health/NPfIT Public  Patients, service users and carers  Groups and individuals the NHS traditionally find ‘hard to reach’ – travellers, older people, young people, people for whom English is not their first language etc  Resident population  Pressure / interest groups  Voluntary and community organisations  Kirklees PPI Forum (to become LiNKS)  Parents  School leavers and university graduates (prospective employees)  BME communities  School – pupils, teachers and governors  Media  Care homes  Local businesses  Drug companies  Huddersfield University and local colleges

 Patient and Public Involvement, surveys and feedback  Emails  Newsletters  Text messaging  Digital TV  Pod casts and downloads  DVDs/CDs  Mobile exhibitions  Direct mailing  Sponsorship/accreditation  Sandwich boards/town crier

Local government  Politicians: local MPs and councillors  Kirklees Council (executive and officers)  Town and Parish councils

Kirklees PCT Communications Strategy

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11. Staff and public involvement Staff and public involvement is key to help develop the profile and reputation of the PCT and will help deliver commitment as well as “champions” for the local NHS. Regular communication and involvement with staff and patients matters because it motivates people and wins acceptance of a commitment to change.

Objectives  Implement a two-way process of communication between the PCT, the public and service users  To involve and consult with patients and the public and involve them in decisions, always looking for new opportunities  To encourage innovation and continuous improvement and celebrate the contribution made by our staff  To positively encourage empowerment and real involvement of staff Stakeholders

Methods

Staff  All staff, including community services staff and HQ staff  Directors  Trade Union reps  Other independent contractors: community pharmacists, dentists and opticians, and their staff  Board members, including NonExecutive Directors (NEDs)  Professional Executive Committee (PEC) members  The Senior Management Team (SMT)  Board sub committee members

 Team Briefing (Team Talk)  Staff newsletter (TalkAbout)  Lunchtime and open staff sessions (Lunch Talk and Talk Time)  Annual staff awards  Staff meetings/forums  Annual staff surveys using feedback to improve communications  One to ones  Work shadowing  Innovation and Ideas Fund  Investors in People accreditation

Public  Patients, service users and carers  Groups and individuals the NHS traditionally find ‘hard to reach’ – travellers, older people, young people, people for whom English is not their first language etc  Resident population  Pressure / interest groups  Voluntary and community organisations  Kirklees PPI Forum (to become LINkS)  Parents  School leavers and university

 Trust board meetings held in public  Feedback through PCT publications and website  Reader’s Panel  Local Area Committees  Expert Patient Programme  Leaflets, posters and other materials produced by the PCT  Website – www.kirklees-pct.nhs.uk  Events and presentations  Public engagement and consultation activities

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graduates (prospective employees)  Schools – pupils, teachers and governors  Media  Politicians: local MPs and councillors

 Press releases  Patient and Public Involvement, surveys and feedback  Direct mailing

12. Challenges and issues The PCT faces a number of key issues and challenges over the next few months and years, which could impact on the reputation of the PCT. As part of our horizon scanning work we have identified these in an issues log so we can prepare our communications. Some of the key issues include:  Delivery of 18 weeks  Patient Choice and experience  Introduction of the Care Summary Record  Service strategy work across Calderdale and Huddersfield and Mid Yorkshire  Reshaping of urgent care services  Dentistry and oral health  Supporting people to quit  Infant mortality  Demonstrating value for money

13. Evaluation It is important to demonstrate that the PCT listens to comments and suggestions from staff, patients and the public and reviews methods of communications to see if they are effective. Equally, it is important that the changes we make because of patient/public and staff involvement is communicated and reported back in the most appropriate way. The effectiveness of this strategy will be monitored internally through: The annual staff survey An annual internal communications audit Annual readership survey for staff newsletter, TalkAbout Surveys on specific issues Feedback from Team Brief, Talk Time with the Chief Executive and Lunch Talk with the Chief Executive and Chairman  Feedback from induction and other employee training     

And externally through:  Regular audits, assessed against the principles and objectives outlined in this document  Feedback from the annual patient prospectus – Your Guide  Monitoring of media coverage  Regular review of the key principles, objectives and key messages outlined in this strategy  Measuring the success of our goals and outputs

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A communications group, with representatives from each directorate and a nonexecutive, has been set up to develop this strategy and this group will oversee its implementation.

14. Distribution This strategy will be available on the PCT’s Intranet, nww.kirklees-pct.nhs.uk and website: www.kirklees-pct.nhs.uk and will be sent to directors, assistant directors and heads of service.

15. Review This strategy will be reviewed annually.

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16. Communications Action Plan 2007/8 Improving internal communications Objective To facilitate effective two-way internal communications (consistent, timely and relevant information) within the PCT;

To make sure that all staff are given every opportunity to be fully informed and involved in the work and strategic direction of the PCT;

Actions to take to get it done “Ask the Chief Executive” mailbox and responses on the Intranet

Timescale Completed

Lead Comms/CEO

Key outputs Responses received and fed back

Produce and circulate six weekly staff newsletter TalkAbout

On target

Comms Team

Eight editions published and circulated

Continued development of team brief, including training programme for team briefers

Ongoing Training – start by December 07

Head of Comms

Monthly Team Brief issued 90% of team briefers trained

Develop, in collaboration, specialised briefings eg, Staff survey, Annual Healthcheck

Ongoing

Comms Team and senior managers

Reaffirm the value of good communications – which remain a responsibility of all PCT staff – at induction sessions

Ongoing

Comms Team/OD

Development of “communications champions” from each directorate

By Dec 07

Comms Team/OD

At least eight communications champions identified

Weekly email bulletin to all staff (Weekly Talk)

On target

Comms Team

52 bulletins issued

Monthly open staff sessions with CEO and directors (TalkTime)

Ongoing

Comms Team/SMT

12 staff sessions held per year

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direction of the PCT; Monthly informal lunches with CEO and chairman (Lunch Talk)

Start Sept 07 Comms Team/CEO

12 lunches held each year

Facilitate workshops and briefings on key Ongoing issues for directors

Comms Team/SMT

Continued development of PCT intranet

Comms Team Up-to-date intranet

Ongoing

Encourage Board, PEC members and Ongoing senior manager to be accessible to all staff and to engage in open, informal discussions across all sites

Board/PEC/S enior managers

PCT factfile – what we do, our vision and Launch Sept Comms Team Fact file produced and values, key objectives 07 readily available Work shadowing, across all levels of the organisation

Start Sept 07 Comms Team/SMT

Marketing of PCT’s vision and values and Ongoing strategic objectives

Comms Team/OD

Continued marketing of internal TALK branding

On target

Comms Team

PCT who’s who - list of teams and individuals and their work areas plus phone numbers and e-mails (electronic)

Launch by Dec 07

Comms Team Who’s who produced and readily available

Communicate changes to/new policies and Ongoing procedures via Team Brief and website

Kirklees PCT Communications Strategy

80% of staff aware of vision and values

Corporate services/man agers/ policy author

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To encourage and develop co-operation, the exchange of ideas, views and information throughout the PCT;

To develop a culture where managers and staff feel motivated and empowered to make a contribution, and where communication is seen as a joint responsibility;

Start July 07 Robert Funds issued F/Sheila Dilks Start July 07 Robert Funds issued Development of ideas fund F/Sheila Dilks 80% of staff aware of PCT vision and values developed by staff OD vision and values and now to be embedded into organisation Ongoing Development of innovation fund

Staff forums/Team time outs

Ongoing

AD’s/OD

Team briefing training

Start Dec 07 Head of Comms/OD

90% trained

Establish a visual identity for the PCT and make sure all information materials are Ongoing appropriately branded and adhere to NHS guidelines

Comms/graph Up-to-date notice boards ics Team

Work with staff to audit and update existing Ongoing leaflets/information sheets

Comms/graph Audit of leaflets ics Team

Make sure managers are aware of their responsibilities to achieve effective communications

Directors/ADs Through personal development plans

Ongoing

Communications handbook for staff, which Launch by includes “communications champions” and Dec 07 where communications can be sourced, plus key messages. Quarterly communications and PPI road shows To communicate and Promotion of activities through staff celebrate our successes newsletter TalkAbout

Kirklees PCT Communications Strategy

Comms Team Communications handbook widely available

Launch by Dec 07

Comms/PPI Road shows held at Teams various locations

Ongoing

Comms 80% of staff value team/all staff newsletter

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and learn from our failures.

Annual awards event for all staff Celebrating the Talents event Promotion of activities in the local media

Oct 07 Sept 07 Ongoing

Deal with issues arising from annual staff March 08 survey and other feedback mechanisms

Corporate services/HR Patient care & professions Comms Team

Event held and well attended Event held and well evaluated 100 proactive media stories

SMT/OD/HR

Improving external communications Objective To improve the reputation and raise the profile of the PCT, its services and the local NHS;

Actions to take to get it done Develop a database of “good news” stories

Timescale Lead Key outputs Start Aug Comms Team/SMT Database of 50 good 07 news stories per year

Update website weekly and increase the amount of public information available

Ongoing

Comms Team

Up-to-date internet

Ongoing

Comms Team/all staff

Production of Annual Report and Your Guide

Ongoing

Comms Team/SMT

Launch Sep 07 Ongoing

Issues log developed Comms Team/SMT and regularly reviewed Reduce the number of Corporate services complaints

Promote the services of the PCT at every opportunity Liaise with and be informed by directorates of potential media interest of a positive or negative nature on a regular and timely basis Develop an “issues” log Liaise closely with PALS, PPI and complaints staff on current issues being raised by patients

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Review new ways of communicating via website, including pod casts, viral email, SMS.

Jan 08

Comms Team

To adopt a proactive Development of annual media plan, which On target Comms Team approach towards the scopes out regular media opportunities media as a means of communicating with Ongoing Comms Team Organise, where appropriate interviews, patients and the public; meetings and tours of premises Meet with responsible editors/journalists on a regular basis and maintain positive relationships

First held Comms Feb 07 Team/CEO/Chairman On target

Make sure Media Policy and Procedure is Ongoing understood and used by all staff

Positive PCT media coverage outweighs negative media coverage by 70% v 30% over a 12 month period Regular meetings with key journalists

Comms Team/senior managers

Provide, where appropriate, or requested By April 08 Comms Team media advice and/or training Produce media handbook for staff To inform patients and Production of Annual Report with stakeholders of plans, appropriate messages service developments, and public health Production of Your Guide messages ; Production of high quality patient information leaflets

By Aug 07 Comms Team Completed Comms Team/finance/senior managers Completed Comms Team/senior managers Ongoing Comms/graphics team

Co-ordinate publicity/marketing/awareness Ongoing campaigns

Kirklees PCT Communications Strategy

Comms/graphics team

Annual report published for AGM Your Guide distributed and evaluated Relevant high quality patient information produced Support 3-5 public health campaigns

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campaigns Promote local and national health On target Comms/public health 25 relevant press promotion activities, which encourage releases issued per year people to take control of their own health and well being To develop clear two way communication with patients and the public, where patients, carers and users can feedback.

Feedback mechanism via PCT website On target Comms Team/PALS Reduction in patient and through “Your Voice” element of NHS complaints Choices website Opportunities for questions and feedback Ongoing at the PCT Board meetings

Corporate Services

Continued development of Reader’s Panel Relaunch PPI/ Comms Team Oct 07 Review of PCT website, including its Relaunch Comms Team/PPI accessibility and usefulness of information Jan 08 To support the SHA in polling the public on the NHS

Starts July SHA/Comms Team 07

To communicate and celebrate our achievements and successes;

Liaise with and be informed by directors Ongoing and senior managers about all ongoing developments in the PCT on a regular and timely basis

To develop clear and consistent public information;

Communicate our vision and values at every opportunity

Ongoing

Development and use of key messages in July 07 all publications

Kirklees PCT Communications Strategy

Increase in Reader’s Panel membership Up-to-date website

SMT

Database of 50 good news stories per year

Comms Team/OD/all 80% of staff aware of staff vision and values Comms team

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Policy and procedure for the production of Aug/Sept Comms good quality patient information , with 07 Team/graphics/public clear guidelines for staff health

To develop effective relationships with key stakeholders.

Make sure the corporate identity of the PCT is maintained and visible on all relevant documents, buildings and uniforms

Ongoing

Comms/graphics Team

Encourage the use of Plain English in corporate communications

Ongoing

Comms Team

Attend and contribute to joint NHS communications forums

Ongoing

Comms Team

Meet with communications colleagues in Ongoing the local authority on a regular basis and develop positive working relationships

Comms Team

Contribute and feedback on joint projects Ongoing and publications

Comms Team

Maintain effective links with MPs and support staff

Ongoing

Coordinate ministerial visits and respond Ongoing quickly to requests for briefings for Ministers (eg Parliamentary Questions etc)

Communications champions in each directorate

Attend six meetings per year

CEO/Chairman/ Comms Team Comms Team

Improving staff and public involvement What needs to be done Actions to take to get it done

Kirklees PCT Communications Strategy

Timescale Lead

Key outputs

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Implement a two-way Continued promotion of the PALS service Ongoing PPI/ Comms Team process of communication between Continued development of the PCT’s Relaunch PPI/Comms Team Increase in Reader’s the PCT, the public and Reader’s Panel Oct 07 Panel membership service users Involvement in Local Area Committees Ongoing Provider services/public health 2-3 mail outs per year to people on PCT First Sept Comms/PPI teams 2-3 mail outs per year 07 database of “interested people” Develop feedback mechanisms through Ongoing Your Guide, AGM, PCT website and PCT Board meetings Respond to all Freedom of Information (FOI) requests within 20 days To involve and consult with patients and the public and involve them in decisions, always looking for new opportunities

On target Corporate services All requested responded to

Continued development of expert patient Ongoing programme Co-ordinate and support public engagement and consultation activities

Comms/PPI teams Patient responses received

Public health

On target PPI/Comms

Maintain effective links and relationships Ongoing with the Kirklees PPI Forum

Board/PPI

Co-ordinate regular patient surveys, developing ways of feedback findings

Ongoing

PPI/Commissioning

Oct 07

Corporate services/HR Robert F/Sheila Dilks

To encourage innovation Annual staff awards event and continuous improvement and Development of innovation fund celebrate the contribution

Kirklees PCT Communications Strategy

July 07

Annual event held and well attended Funds issued

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made by our staff

Development of ideas fund

Robert F/Sheila Dilks Celebration event, showcasing examples Sept 07 Patient care & of good practice professions To positively encourage Develop regular staff forums/focus groups Sept 07 – HR/OD empowerment and real to share ideas and knowledge April 08 involvement of staff Work towards Investors in People accreditation by 2009. 2008/9 SMT/HR/OD

Kirklees PCT Communications Strategy

July 07

Funds issued Event held and well evaluated

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Appendix One - Corporate Key Messages Patients & the Public Patients and the public are at the heart of everything we do. We will support people in taking responsibility for their own health and well being. We want patients to be involved in shaping their own health services. We respect the different make-up of our local community and will work with them to support their needs. We will make sure that services are available as close as possible to people’s homes. Finance We will use our resources effectively to provide the best health service to local people that we can afford. We will allocate our finances fairly and objectively. Public Health We will work in partnership with local people and all relevant organisations to improve health and well being We will work in partnership with others to reduce local health inequalities. We will make sure that the most up-to-date information and methods are used to prevent ill health. Performance We will strive to continuously improve our performance and provide the best possible care as well as accessible health services, alongside our partners. We will make sure local primary care and community health services are delivered safely and to the highest standards. We want patients to have access to good quality healthcare premises. We will keep people informed about the service they can expect and do our best to meet local needs. Getting the best from our people We will treat each other with understanding, dignity and respect. We will value diversity and challenge discrimination. We will work as a team and carry out our jobs to a high standard. We value our staff and want to develop a learning environment which promotes continuous personal and professional development. We will encourage new and innovative ways of delivering services and celebrate success We want all our staff to be confident, well trained and skilled at listening and communicating.

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