Case study 4
Creation of a communications strategy
Issue
This new public sector organisation was set up by statute in 2003 to bring together a number of key functions in the area of medical training and to deliver a new regime for the provision of these functions.
A key issue was how to communicate sensitively with a variety of audiences, some of whom felt let down by the previous regime, whilst others felt potentially threatened by the development of new structures and practices.
The unexpected resignation of the organisation’s first chair and chief executive and the postponement of the go-live date meant, in fact, that much of our initial work focused on crisis management and media response.
With the appointment of a new chief executive, a new strategy was required to meet the following objectives
- To generate confidence that the organisation would go live on time
- To demonstrate the organisation’s Board had not forgotten its remit for change
- To show the benefits the organisation would bring
- To engage with stakeholders and show their views were being heard
Approach
One of our directors, Richard Astle, recommended four main areas of activity
- Information flow: A steady flow of information about progress, communicated directly through an electronic update and a new website.
- Media relations: An ‘as and when’ approach to the media, when the organisation had something to say
- Stakeholder engagement through a series of ‘listening events’ and the launch of a ‘delivering excellence’ consultation
- Speaking events and stands at conferences
These recommendations were welcomed and endorsed by the client.
A key element of the strategy was the launch of a Delivering Excellence consultation. This comprised three main elements.
- A series of listening groups held around the country combining short presentations on the organisation’s current work, with sessions on what the future of postgraduate training should look like.
- An online consultation inviting key stakeholders to submit their views on what excellence might look like.
- A ‘Delivering Excellence’ seminar held in October 2005, marking both ‘go-live’ (the pragmatic achievement) and considering the results of the consultation (the visionary element).
Results
The client was set up to address sensitive issues. Understandably it attracted considerable and often critical media coverage, particularly following the resignations of its chairman and chief executive and the postponement of its go-live date.
Richard’s approach allowed the organisation to reach out to its key stakeholders directly, thus by-passing the trade press and getting across the facts, rather than the myths, about our client’s agenda. Over 2,000 people were receiving the monthly e-update by August 2005.
In addition the Delivering Excellence consultation allowed the organisation to engage directly with its audiences, both in order to explain key issues and to listen to the expectations of different sectors of the healthcare profession.
The on-line consultation provided a wealth of evidence about what people were looking for as the organisation develops a new regime. This was distilled and used to inform the development of the organisation’s post go-live strategy.