01 OUTSIDE LOOKING IN: AN EXTERNAL PERSPECTIVE OF THE NHS Roy Lilley
A view on the NHS in crisis. How communicators need to respond to the challenges faced to secure the ongoing support of the general public, as well as wider stakeholders.
02 A JOURNALIST’S PERSPECTIVE: THE GOOD AND BAD OF NHS COMMS Denis Campbell
An honest account of what is required to maintain positive relations between journalists and public relations practitioners to the benefit of all.
03 PUBLIC TRUST AND THE NHS Alan Maine
Who should represent the NHS to communicate its strategic policies, talk about change and outline its future?
04 NHS: THE ULTIMATE SUPERBRAND? Nick Ramshaw
How an NHS Identity Policy helps maintain public trust, achieve consistency and secure much-needed cost savings.
05 CONTINUING PROFESSIONAL DEVELOPMENT IN THE NHS Anne Gregory
Pooling CPD resources provides an opportunity for the public sector to consider ‘joined up’ public communication on some of the big issues facing society.
06 LEADERSHIP AND PROFESSIONALISM Claire Riley
Teams that face big challenges need champions who recognise and promote the value offered by strategic communications.
07 WHAT’S NEXT FOR THE FUTURE OF THE HEALTHCARE COMMUNICATIONS PROFESSION AND HOW DO WE BENCHMARK PROGRESS? Daniel Reynolds
How the leadership and expertise provided by NHS communicators has a vital role to play in improving the patient experience.
08 SOCIAL LEADERSHIP: CULTURAL GRAFFITI AND SANCTIONED DISSENT Julian Stodd
‘Formal’ leadership is authority grounded in hierarchy, but ‘social’ authority is authority granted to us by our communities. Today’s organisations need to embrace both.
09 MANAGING INTERNAL COMMS WITHIN A COMPLEX WEB OF ORGANISATIONS Kate Henry
Internal comms is often overlooked and undervalued but it is invaluable and helps employees buy into a shared vision and values.
10 EMPLOYEE ENGAGEMENT AND CULTURE Alicia Custis
Culture does not make people, people make culture. It’s the people, stupid.
11 BEYOND COMMUNICATIONS: THE ADDED VALUE PUBLIC RELATIONS PROFESSIONALS OFFER TO THE NHS OF THE FUTURE Louise Thompson
Communications professionals can have a transformational impact on an organisation if they push outside their traditional remit.
12 REAL RESULTS: THE ROLE OF COMMUNICATIONS IN ACHIEVING ORGANISATIONAL OUTCOMES
Well-planned campaigns should always be able to prove a correlation between outputs, outcomes and strategic priorities.
13 MANAGING CONSULTATION AND THE MAJOR CHANGE PROCESS IN THE NHS Stephanie Hoo
Secure a mandate and create a shared vision to form a compelling case for change.
14 ACHIEVING PUBLIC HEALTH BEHAVIOUR CHANGE Alexia Clifford
Audience insights should inform campaign strategies as well as the creative ideas at their heart.
15 DOING DIGITAL: EVOLVING THE PUBLIC AND PATIENT INTERFACE IN HEALTH THROUGH TECHNOLOGY Rachel Royall
How the PR community is well placed to amplify the digital message, encourage adoption and support leadership teams to understand the changing environment.
16 SELLING TO THE NHS TO ENABLE ITS DIGITAL TRANSFORMATION Ben Judah
Technological change needs to be introduced in an evolutionary, patient and well-planned way to succeed with its introduction and adoption.
17 INNOVATION THROUGH TECHNOLOGY Alex Drinkall
Beat the barriers: ensure employees have the appropriate skills to respond to and adopt emerging technologies and innovations.
18 WHY DO WE NEED TO TALK ABOUT PATIENT DATA? Nicola Perrin
Given the huge pressures facing the NHS, making more effective use of data is crucial to provide the best patient care and to make more effective use of scarce NHS resource.
19 PLANNING AND INSIGHT: WINTER IN THE NHS – USING DATA AND INSIGHT TO OWN THE NARRATIVE AND CHANGE THE SCRIPT Liz Davies
By looking in detail at what the data is telling us, communicators can influence the media agenda, get on the front foot with a compelling story and connect with the public to influence behaviour change all year round.
20 DOING MORE WITH LESS: HOW NHS COMMS TEAMS ARE RESPONDING Ross Wigham
Identifying and publicising key communications priorities for the year provides the space to focus properly on delivering results and stop the activity that isn’t essential to meeting those objectives.
21 HOW THE NORTH EAST AND NORTH CUMBRIA URGENT AND EMERGENCY CARE NETWORK USE INTEGRATED COMMUNICATIONS AND CONTENT MARKETING Caroline Latta
Working at scale on joint issues provides the strategic value that NHS leaders are looking for from NHS communications.
22 HOW SOCIAL MEDIA CAN IMPROVE HEALTHCARE Caroline Kenyon
If we don’t use social media as an engagement tool we are missing a golden opportunity and our publics will create their own communities and misinformation, making fake news far riskier.
23 SMALL CHANGES BIG DIFFERENCES: A CASE STUDY OF A CAMPAIGN THAT TOOK A DIFFERENT APPROACH TO POTENTIAL NHS CUTS Jane Hughes
Engaging with staff under pressure in the workplace can help them feel less like victims and more like active participants in charge of their own destiny.
24 A CREATIVE APPROACH TO AUDIENCE ENGAGEMENT: THE STORY OF THE NHS CHRISTMAS NUMBER ONE Joe Blunden
Public relations practitioners are often paralysed by fear of criticism and failure when sometime thinking big or differently can be transformative.
25 PEOPLE FIRST: WHAT COMMS PROS CAN LEARN FROM THE #HELLOMYNAMEIS CAMPAIGN Chris Pointon
A communications legacy.