A communications strategy model and worksheet for use within EMAS

This is a generic model for strategy which can be worked through by a small group. A member of the EMAS communications team will normally assist this process where possible (please contact Robert Walker). The model can be amended to suit particular circumstances if required.

AIM OBJECTIVE (S) SWOT (Situational Analysis) TACTICS ACTION EFFECTS, EVALUATION and LEARNING
FEEDBACK

The table below offers some thoughts on each stage of the model, but this is not intended to be exhaustive. AIM Sets out why you are communicating. This is an opportunity to consider as a group your vision. Why vision? because it is worth setting out the big picture. What is it you want to achieve? As an example, you might wish to place your aim along the following spectrum: AWARENESS OBJECTIVE(S) Sets out what you need to do on the way to achieving your aim. SWOT (SITUATIONAL ANALYSIS) The aim and objective(s) parts of the process are about being clear about where you want to go; carrying out a situational analysis helps you to be clear about your starting point and the environment you will encounter along the way. Creating a Strengths, Weaknesses, Opportunities and Threats (SWOT) table is an established way of carrying out such an analysis (Table 1). It allows you to look inwards within your team, division of the Trust for strengths and weaknesses and also to look at your external environment for opportunities and threats. It is worth including your available communications resources within your SWOT analysis.
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UNDERSTANDING

OWNERSHIP

CHANGE

S
STRENGTHS

W
WEAKNESSES

O
OPPORTUNITIES

T
THREATS

Table 1: SWOT analysis table. A SWOT analysis will automatically lead you to a consideration of your stakeholders the people or organisations you want to influence, or can influence you. You may wish to list all stakeholders in your topic area. Where your topic links to cultural / behavioural change (c/f aim above), it might also be helpful to use a further table which maps your stakeholders in terms of a power interest matrix (see table 2). This helps with the next stage of formulating tactics and prioritising action. LEVEL OF INTEREST Low POWER Low High

A
MINIMAL EFFORT

B
KEEP INFORMED

High

C
KEEP SATISFIED

D
KEY PLAYERS

Table 2: Power / interest mapping table. TACTICS The strategy process has delivered you to the point where as a group you have a shared understanding of where you are now and where you want to go. Deciding your tactics is therefore about how you will get there tactics are the means to an end. It may be worth considering communications tactics and organisational tactics. Each will be determined by the resources available, so be explicit about what you have or can access through others. Some may be new stand-alone initiatives; some may be incorporated into existing mechanisms. The precise mix will vary from topic to topic and remember informal communications can be a resource too. Once selected, tactics can be prioritised. Each tactic should be accompanied by the name of the person responsible for implementing it plus the dates for commencing and finishing, and the desired outcome or measure, so that you can evaluate what you have done. Some examples of communications tactics are: Providing information by talking to some / all patients; using letters to some / all patients to provide information. Two-way communication through meeting with groups of patients or established Patient Groups. Running information sessions for clinicians and support staff, with Question and Answer slots. Producing information sheets for patients. Producing information sheets for staff. Inserting articles in staff newsletters.
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Using the media. Talking to local voluntary organisations. Offering articles for inclusion in voluntary sector newsletters. Using the EMAS website. Some examples of organisational tactics are: Reporting to the Trust Board. Adding your topic to the annual business plan. Adding your topic to personal objectives of appropriate staff. Establishing an implementation group. Reporting to the Trusts Executive Team. ACTION Now turn your tactics into action. Clarify responsibility. Clarify accountability. This will help you to get things done. EFFECTS , EVALUATION and LEARNING The effects will be seen fully when implementation of the strategy is complete; some effects will become apparent as strategy implementation is underway, and you might wish to adjust elements of your strategy as a result. Whenever the effects are apparent, learning or evaluation is appropriate you can use the evaluation measures built in previously at the stage of selecting tactics, but can also add further measures if you feel it is appropriate. You can use the feedback loops on the right of the strategy model (above) to revisit your tactics, your situational analysis or your objectives at any time. Use the feedback loop to your aim only at the conclusion of the process to answer the key question: Have we met our aim?

Appendix attached: Worksheet

Robert Walker General Manager Community Relations March 2008

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Appendix: Worksheet - Devising a Communications Strategy

Aim:

Position on the spectrum? AWARENESS UNDERSTANDING OWNERSHIP CHANGE

Objectives:

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POWER Low

High

C
MINIMAL EFFORT

KEEP SATISFIED

Low

LEVEL OF INTEREST

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D
KEEP INFORMED

KEY PLAYERS

High

S
WEAKNESSES

STRENGTHS

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O
THREATS

OPPORTUNITIES

Tactics:

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Recording actions:

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Effects and evaluation:

Learning points:

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