Communication and Engagement Strategy 2014 – 2017
Final Version 30th June 2014
2 Communications and Engagement Strategy 2014 - 2017
Contents
Introduction 4
Strategic Objectives and Role of Communications 6
Communications now and by 2017 7
Communications and Engagement Objectives 8
1. Develop the Rehabilitation Network Brand 9
2. Promote Understanding and Ownership of the Rehabilitation Network’s Vision and Strategy 11
3. Strengthen staff engagement 13
4. Further develop our patient, carer and public involvement 15
5. Enhance our stakeholders relationships 17
6. Develop our communications infrastructure and tools/techniques 19
Delivering and Monitoring the Implementation of the Communication and Engagement Strategy 21
Communications and Engagement Strategy 2014 – 2017 3
Foreword
The Cheshire and Merseyside Rehabilitation Network provides a whole system model of care across hospital and community;
providing us with a unique opportunity to deliver high quality specialist rehabilitation services, underpinned by best practice, research and education to optimise clinical outcomes.
We work in partnership with The Walton Centre NHS Foundation Trust, St Helens and Knowsley Teaching Hospitals NHS Trust, Royal Liverpool and Broadgreen University Hospitals NHS Trust, Wirral University Teaching Hospital NHS Foundation Trust, Mersey Care NHS Trust, Bridgewater Community Healthcare NHS Trust, Liverpool Neuro Physio, and Health and Social Care
Partnerships, and are committed to engaging with our stakeholders and promoting the achievements of the Rehabilitation Network.
This strategy has been developed in consultation with our staff, and outlines how effective communication and engagement is integral to the delivery of our strategic objectives that are set out in the Rehabilitation Network Strategy (2014-2017). It sets out our communication and engagement vision and objectives, which together with the supporting implementation plan outlines a clear framework with defined milestones and outcome measures. We recognise that our staff are fundamental to providing high quality patient-centred care; we are committed to developing a high calibre, flexible workforce and endeavour to embed clinical audit, research and innovation as core business. This communication and engagement strategy brings together the Rehabilitation Network programmes of work to successfully promote the work of the Rehabilitation Network.
Chris Harrop Peter Enevoldson Louise Jenkins
Sponsor Chief Executive and Chair Sponsor Medical Director Manager
of Strategic Board Rehabilitation Network Rehabilitation Network Rehabilitation Network
Fo re w ord
4 Communications and Engagement Strategy 2014 - 2017
Introduction
Why do we need a Communication and Engagement Strategy?
This document is one of a suite of strategies that underpin the delivery of the Rehabilitation Network Strategy 2014-2017 (see figure 1). It sets out our communication and engagement vision and objectives, which together with an annual implementation plan outlines a clear delivery framework with defined milestones and outcomes.
MISSION
Our Rehabilitation Network mission that defines what we do is:
To provide high quality specialist rehabilitation care, underpinned by best practice, research and education to optimise clinical outcomes of Cheshire and Merseyside patients.
STRATEGIC OBJECTIVES
Our strategic objectives which shape our work are to:
1. Establish a service pathway across the Rehabilitation Network;
2. Deliver patient focused services;
3. Deliver cost efficient services;
4. Attract and retain a high calibre workforce;
5. Work in partnership to deliver high quality clinical audit, research and innovation to drive excellent patient care (i.e. safety,
experience and clinical outcomes).
Int ro du c tio n
Figure 1: Figure 1: Framework to support delivery of the strategies and supporting work programmes/plans.
Communications and Engagement Strategy
Rehabilitation Network Work Programme
Implementation Plan
Rehabilitation Network Strategy
Workforce and Education Strategy Audit, Research and Innovation Strategy
Implementation Plan and Training Plan Implementation
Plan and Programme
Communications and Engagement Strategy 2014 – 2017 5
Int ro du c tio n
Who are our stakeholders?
Effective communication and engagement is integral to successfully delivering on our strategic objectives.
The Rehabilitation Network will facilitate a range of
communication and engagement activities to support the delivery and continuous improvement of high quality specialist
rehabilitation across our hospital and community services.
We will collaboratively work with our staff across hospital and community partner organisations to strengthen staff
communications and engagement and promote understanding and ownership of our stratgey, including:
o The Walton Centre NHS Foundation Trust;
o St Helens and Knowsley Teaching Hospitals NHS Trust;
o Royal Liverpool and Broadgreen University Hospitals NHS Trust;
o Wirral University Teaching Hospital NHS Foundation Trust;
o Mersey Care NHS Trust;
o Bridgewater Community Healthcare NHS Trust;
o Liverpool Neuro Physio;
o Health and Social Care Partnerships.
We will work closely with our Partners Communications Teams in the implementation of this strategy to effectively promote communication and engagement activities to enhance the Network’s reputation for delivery of high quality specialist rehabilitation services.
The Rehabilitation Network will further develop patient and carer feedback and involvement in the delivery and
development/improvement of our specialist rehabilitation hospital and community services.
We will further develop and maintain our communications and engagement with our commissioners and commissioning support units to ensure achievement of our mission of providing high quality specialist rehabilitation services and strategic objectives.
We will develop effective partnerships and further develop our communications and engagement with our external
stakeholders (e.g. Cheshire and Merseyside Major Trauma Collaborative, Cheshire and Merseyside Critical Care
Services, and other specialist rehabilitation services)
regionally, nationally and further afield in response to delivery of specific communication messages or engagement to
achieve our strategic objectives. These will be discussed and approved by the Strategic Board to ensure strategic and operational fit.
6 Communications and Engagement Strategy 2014 - 2017
The Rehabilitation Network Strategic Objectives
The Rehabilitation Network strategic objectives (Rehabilitation Network Strategy, 2014 – 2017) are shown below with a summary of the role that the Communication and Engagement Strategy will play in their successful implementation.
Strategi c O bjec tives
Strategic Objective Summary of the role of communications and engagement
1. Establish a service pathway across the Rehabilitation Network
Effective communications and engagement with our stakeholders will be key to promoting a whole systems model of care for specialist rehabilitation from hospital to community.
2. Deliver patient focused services
Provision of clear, transparent information about clinical outcomes will provide patients with greater involvement in their care. Effective communication and engagement will enable us to seek and respond to patient feedback which will help shape high quality services and support the delivery of excellent outcomes.
4. Attract and retain a high calibre, flexible workforce
Effective communications can help staff understand how their role contributes to the successful delivery of the Rehabilitation Network mission and strategic objectives. Effective engagement with our staff will support development and delivery of the Rehabilitation Network strategies and implementation plans. Promotion of our services and opportunities in education and research development will help attract and retain high calibre staff to work for the Network.
5. Work in partnership to deliver high quality audit, research and innovation to drive excellent patient care
Effective communication and engagement will support the aspiration to embed audit, research and innovation as core Network business, supporting continuous improvement in clinical
outcomes and patient experience. Promotion of research, audit and innovation activities will also promote the Rehabilitation Network’s profile nationally and internationally.
3. Deliver cost efficient services Effective internal communications and engagement with staff will enable us to understand how we make best use of resources to improve efficiency. Effective external communications and engagement will raise the profile of the Rehabilitation Network as provider of choice.
Communications and Engagement Strategy 2014 – 2017 7
Communications Now and In 2017
Our Communication and Engagement Strategy underpins the promotion of the Rehabilitation Network work programmes to ensure stakeholders are informed and to promote and support engagement. We have reviewed our effectiveness in communicating and engaging and have set out our future aspirations.
Com mu nica tio n s no w an d b y 2 017
NOW
Established relationship with NHS England Commissioners
Establishing communications with Clinical Commissioning Groups
Improving communications with staff through newsletters
Effective strategic engagement with staff in the development of strategic plans (e.g. Rehabilitation Network Strategy;Audit, Research and Innovation Strategy, Implementation Plan and Programme; and Training Plan)
Reporting Hub and Spoke Rehabilitation Unit activity and performance data to staff, Strategic Board andcommissioners
Established systems to collect patient and carer feedback
Working with communications teams to develop our Rehabilitation Network brand/ image/ reputation2017
Proactive and effective relationship with NHS England Commissioners to shape future service provision
Proactive and effective relationship with Clinical Commissioning Groups acting on information from activity and performance reports and involvement with future service delivery/development
Robust and systematic communication and engagement with staff in the implementation of our strategic objectives and supportingprogrammes/plans for service delivery and continuous improvement
Formalised communication and engagement processes embedded across the Rehabilitation Network for a coherent approach; using hospital and community services activity and performance data and staff and patient experience data to support continuous service improvement
Established patient experience programme, with focus on embedding patient feedback in service improvement
Rehabilitation Network brand/ image incorporated in all communications8 Communications and Engagement Strategy 2014 - 2017
Communications and Engagement Strategy Aim and Objectives
Com mu nica tio n s and E ng a gem ent O bje ctive s
Proactive communication and
engagement to support delivery of
our mission and strategic objectives
Develop our brand to support the Network to be
the provider of choice
Promote understanding and ownership of the Rehabilitation Network Strategy
Strengthen staff communications and engagement Further develop
our patient and carer communications and involvement Enhance our
relationships with external stakeholders
Develop our communications
tools
Aim
The Rehabilitation Network has been operational since January 2013 and we aspire to be a world class
Rehabilitation Network delivering evidence based, safe, efficient and cost effective rehabilitation care and improved clinical outcomes. We recognise that
appropriate and timely communication and
engagement with all of our stakeholders is integral to supporting the effective implementation of the
Rehabilitation Network Strategy 2014-2017.
The aim of our Communication and Engagement Strategy is:
‘To establish and embed a proactive approach to communications and engagement that supports delivery of the Rehabilitation Network’s mission and strategic objectives.’
Communication and Engagement Objectives
Following review of our effectiveness in communicating and engaging with our stakeholders and our future aspirations, we have developed six key
communications and engagement objectives which underpin the delivery of the Rehabilitation Network Strategic Objectives.
Communications and Engagement Strategy 2014 – 2017 9
1. Develop the Rehabilitation Network ‘Brand’ to Support the Network to be the Provider of Choice
The Rehabilitation Network is a key provider of specialist rehabilitation hospital and community services for Cheshire and Merseyside patients following major illness or injury.
The Rehabilitation Network is building its profile locally and nationally, however this communication and engagement strategy will capitalise on the opportunities to further develop our reputation as a collaborative partnership that delivers comprehensive and co- ordinated high quality specialist rehabilitation care and optimises patients’ clinical outcomes.
This strategy will underpin marketing and promotion of the specialist rehabilitation hub and spoke units and community services profile. We will promote our services through proactive communications, media, marketing, high quality patient information and effective engagement. We will celebrate achievements locally and nationally and maximise opportunities to position the
Rehabilitation Network as the provider of choice.
1. Develo p t he Re hab ili tat ion N et w ork ‘ B ran d’
10 Communications and Engagement Strategy 2014 - 2017
1. Develop the Rehabilitation Network ‘Brand’ to Support the Network to be the Provider of Choice
1. Develo p t he Re hab ili tat ion N et w ork ‘ bran d’
Communications and
Engagement Objective Outcomes
1.1 Develop our reputation as a Rehabilitation Network providing a whole systems model of specialist rehabilitation care, making us the provider of choice (Strategic Objective 1)
Opportunities maximised to effectively promote our hospital and community specialist rehabilitation services (e.g. good practice, success stories, annual reports, peer reviews).
Capture how the Rehabilitation Network shapes and impacts national commissioning and provider services (e.g. visits from other specialist rehabilitation services, consultations with clinical reference groups.
Promotion and celebration of our achievements locally and nationally, presenting the Rehabilitation Network as innovative and the provider of choice (e.g. HSJ awards, media).
1.3 Develop a corporate style and identify appropriate
tools/techniques/methods for communicating key messages (Strategic Objective 6)
To agree and implement a brand for the Rehabilitation Network services across the pathway for corporate communications.
To agree key messages which describe the Rehabilitation Network and its recent achievements.
1.2 Ensure that our staff
understand their role in promoting the Rehabilitation Network’s reputation as a provider of
specialist rehabilitation hospital and community services
(Strategic Objective 5)
Increased engagement with staff to develop an on-going campaign to promote our specialist rehabilitation services (e.g. good news stories, case studies).
Develop service level communication briefings to enhance the image and profile of our services such as hyper acute, acute and sub-acute rehabilitation units and community services.
Effective communication and engagement in development of work programmes with staff to support achievement of our strategic objectives.
Communications and Engagement Strategy 2014 – 2017 11
2. Promote Understanding and Ownership of the Rehabilitation Network Strategy
Effective communication and engagement will play an important role in ensuring that our stakeholders understand our mission and the role they can play in delivering the strategic objectives.
We will establish a proactive approach to communication and engagement by:
Helping our stakeholders understand and own the mission, vision, values and strategy
o We will communicate and promote the Rehabilitation Network mission, vision, values and strategic objectives through appropriate and timely communication and engagement activities with our staff, patients, commissioners and external stakeholders.
Informing stakeholders
o Our communication and engagement activities will aim to ensure that:
o our staff understand their role in delivering high quality specialist rehabilitation services to optimise patient clinical outcomes and enhance patient experience;
o our patients are informed about the availability and quality of specialist rehabilitation hospital and community services so that they are empowered to make an informed choice about what rehabilitation care they receive, o our commissioners are assured of the high quality and cost efficient services they commission for their
patients.
Reporting achievements
o We aim to ensure that stakeholders are kept informed of our progress towards our mission and strategic objectives, celebrating and promoting achievements that are important to our strategy.
2. Pr om o te U nd er stan din g & O w n ership of th e S trateg y
12 Communications and Engagement Strategy 2014 - 2017
Promote Understanding and Ownership of the Rehabilitation Network Strategy (Continued)
2. Pr om o te U nd er stan din g & O w n ership of th e S trateg y
Communication and
Engagement Objective Outcome
2.1 Communicate the Rehabilitation Network mission, vision, values and strategic objectives through
communication activities with
stakeholders (Strategic Objective 1)
Distribution and promotion of the Rehabilitation Network Strategy.
Key messages relating to our strategic objectives, including progress, are developed and included in communications with our stakeholders.
Link communications activity and Network achievements back to Network strategy to bring strategic objectives to life.
Understanding and ownership of our mission, vision, values and strategic objectives demonstrated by staff.
Proactively inform staff, patients and stakeholders of our progress towards our objectives.
2.2 Ensure easy access to quantitative data (e.g. quality, safety, performance) and
qualitative data (e.g. patients and staff experience) (Strategic Objective 3)
Distribution and promotion of the Rehabilitation Network Reports (e.g. Peer Review Reports, Annual Reports, Performance Reports, Evaluation Report).
Publicise performance across our services with our staff, wider Trusts/organisations, patients, commissioners and external stakeholders
2.3 Celebrate achievements to increase the positive profile of individuals, services and the
Rehabilitation Network as a whole (Strategic Objective 4)
Publicise progress against strategic objectives.
Publicise clinical research outcomes, research outputs, innovation/development/service evaluation projects to share and roll out good practice and raise our profile.
Deliver an annual celebration event to acknowledge and promote the Rehabilitation Network’s achievements.
Communications and Engagement Strategy 2014 – 2017 13
3. Strengthen Staff Communications and Engagement
We are committed to providing high quality specialist rehabilitation care to our patients across our hub and spoke units and community services. We believe that a highly skilled, motivated and engaged workforce is essential to ensuring this can be achieved.
Effective communications and engagement with our staff will play an important role in supporting the delivery of our strategic objectives achievement where our staff:
Feel committed to the excellent service they provide and are fully engaged in working to the Network’s vision and values and shaping the future of Network;
Are motivated to continuously improve the care they provide and have opportunities to participate/undertake/share good practice in clinical audit, research, innovation and service evaluation activities;
Have opportunities to undertake training and education to support their continued professional development;
Staff engagement
We will review our existing methods of staff communication and develop a framework for effective staff engagement to create a dynamic culture supported by two way communication from ‘ward to board’.
We will introduce a range of initiatives to improve our communication and engagement with staff.
We will promote and reinforce our vision, values and strategic objectives in all our communications to encourage understanding and ownership.
Celebrating success
Our staff are our greatest asset and we are committed to recognising their achievements and contribution to patient care. We will be proactive in sourcing good news stories across the Rehabilitation Network that demonstrate the achievements of our staff and celebrate their success.
3. Streng th e n S ta ff Co mm un ic ati o ns an d E n gag e men t
14 Communications and Engagement Strategy 2014 - 2017
Strengthen Staff Communications and Engagement (Continued)
3. Streng th e n Sta ff Co mm un ic ati o n an d E ng age m ent
Communication and
Engagement Objective Outcome
3.1 Be proactive in sourcing and sharing good news stories across the Network that demonstrates the achievements of our staff (Strategic Objective 4)
Develop an ongoing campaign for sourcing good news stories regarding staff achievements across the Rehabilitation Network.
Partner Organisations staff briefings and newsletters to contain staff/patient stories.
3.2 Review our existing methods of staff communication, including their purpose and effectiveness and develop an overall framework for increasing engagement including
feedback mechanisms (Strategic Objective 4)
Review of existing methods of staff communication in use to assess purpose and effectiveness.
Develop an overall framework to include the various methods of staff communication and engagement initiatives.
3.3 To promote and reinforce our vision and values and strategic objectives in all communications to ensure staff understanding and ownership (Strategic Objective 4)
Staff achievement stories linked with Rehabilitation Network values and strategic objectives.
A framework for the implementation of the Rehabilitation Network Vision and Values is created and communicated to promote understanding and ownership.
Communications and Engagement Strategy 2014 – 2017 15
4. Further Develop Patient and Carer Feedback and Involvement
The Rehabilitation Network is committed to delivering the Government’s intention to create an NHS that is responsive to patients needs and achieves better outcomes. The Rehabilitation Network partner organisations have methods for involving patients and the public. However we believe we can do more to ensure that the services we provide truly reflect the needs of our patients and carers. We are determined to establish a responsive approach whereby patients and carers have clear routes to influence the services we deliver.
Through our communication and engagement activities we will:
Capture/understand the needs and views of our patients and carers, creating opportunities for them to express their views (including hard to reach groups), as standard practice;
Create opportunities for patient and carer involvement in the development/improvement of hospital and community services;
Develop effective ways of making sense of the feedback we receive;
Act on feedback to improve our services and show how feedback has led to improvements, based on the principle of ‘You said, we did’
4. Fu rt her Dev elop Patien t an d Car er Feed back a n d In v olve men t
16 Communications and Engagement Strategy 2014 - 2017
Further Develop Patient and Carer Feedback and Involvement (Continued)
4. Fu rt her Dev elop Patien t an d Car er Feed back a n d In v olve men t
Communication and Engagement Objective
Outcome
4.1 Develop a framework for patient and carer communication and engagement (Strategic Objective 2)
Review of existing methods of patient communication in use to assess purpose and effectiveness.
Patient satisfaction surveys rolled out across the Rehabilitation Network to capture and report feedback.
Development and introduction of a systematic approach to sharing/learning from
patient/carer feedback for use across the Rehabilitation Network; feedback is cascaded to services so that staff can see how they are performing, Implementation of ‘You said, we did’ to demonstrate how patient feedback has led to service change/improvements, and the effect of improvement measures on patient experience.
Mechanism determined for reconciling intelligence / triangulation of themes and issues emerging from e.g. patient feedback (e.g. satisfaction survey, complaints) and stakeholder engagement data.
Production and distribution of Patient Experience Reports to staff across hospital and community services to enable learning and improvement, and presented to the Operational Committee and Strategic Board to provide assurance.
Development of patient information leaflets.
Development of Annual Patient/Carer Work Plans.
4.2 Recruit and maintain engaged membership on groups (Strategic Objective 4)
Opportunities maximised for patient representatives on groups as appropriate (e.g.
patients, carers, voluntary group representatives).
Communications and Engagement Strategy 2014 – 2017 17
5. Enhance Our Engagement with External Stakeholders
Good stakeholder relations are essential for the success of the Rehabilitation Network.
We are committed to further developing and improving strategic partnerships with NHS England commissioners, Clinical Commissioning Groups and GPs. Through our communication and engagement activities we will ensure that GPs and commissioners are informed about the services delivered by the Rehabilitation Network, including activity, performance and outcomes, and that the Rehabilitation Network is clearly aware of the priorities and requirements of those who refer to and commission specialist rehabilitation services. The Rehabilitation Network must ensure that it plays an active part in discussions about the strategy for specialist rehabilitation in the region and engage with partners in shaping future developments.
We also have a number of key stakeholders who are important to the future delivery of specialist rehabilitation services across Cheshire and Merseyside. Where appropriate joint areas of interest exist we will work to ensure that there is a consistent approach to communications and that the Rehabilitation Network retains a renowned profile and is viewed as a leader of specialist
rehabilitation hospital and community services. For example, the Rehabilitation Network’s partnerships with the Cheshire and Merseyside Major Trauma Collaborative, regional Critical Care Services and acute hospital trusts will be important to achieving our mission of providing high quality specialist rehabilitation to patients following traumatic injury or illness.
5. Enhan ce O ur E ng a gem e nt w it h External S take ho ld ers
18 Communications and Engagement Strategy 2014 - 2017
Enhance our Engagement with External Stakeholders (Continued)
5. Enhan ce O ur E ng a gem e nt w it h External S take ho ld ers
Communication and
Engagement Objective Outcome
5.1 Develop effective relationships with key external stakeholders providing them with a formal briefing system (Strategic Objective 1)
Development and implementation of an engagement approach with external key stakeholders following review of strategic partnerships.
Stakeholder analysis exercise undertaken and key stakeholders and their information requirements identified.
Proactive and tailored briefings to key stakeholders on e.g. performance and progress on strategic objectives.
5.2 Support partnership working (Strategic Objective 4)
Support communications and engagement and raise the profile of joint working (e.g.
Cheshire and Merseyside Major Trauma Collaborative, Cheshire and Merseyside Major Trauma and Critical Care Operational Delivery Network).
Communications and Engagement Strategy 2014 – 2017 19
6. Develop Our Communications Infrastructure and Tools/Techniques
In order to support the achievement of our communication and engagement strategic objectives we will strengthen our
communications and infrastructure to ensure that our messaging is targeted, relevant, timely, accessible, accurate and meaningful.
The Rehabilitation Network will identify opportunities for use of technology to support different methods of communication. For example, our partner communication teams currently use social media to communicate good news stories, raise awareness of events/activities and gain valuable feedback about services and their organisations.
Our Rehabilitation Network website will be an important part of our communication toolkit and will be developed and maintained with information for staff, patient and external stakeholders to maximise its potential as an effective communication tool.
Media relationships give greater opportunity to publicise good news stories.
6. Devel op O ur Commu nica tion s Inf ras tru c tu re and To o ls/Tec h niq u es
20 Communications and Engagement Strategy 2014 - 2017
Develop Our Communications Infrastructure and Tools/Techniques (Continued)
6. Devel op O ur Commu nica tion s Inf ras tru c tu re and To o ls/Tec h niq u es
Communication and Engagement Objective
Outcome
Develop a toolkit for patient
communication and engagement (Strategic Objective 2)
Development and dissemination of a patient engagement toolkit across the Rehabilitation Network for communications and engagement to capture and report feedback (e.g.
satisfaction survey, patient and carer engagement animation, case study templates).
Explore opportunities to use social media to enhance the patient experience (Strategic Objective 4)
Opportunities identified to use social media to enhance patient/carer experience of using services across the pathway from hospital to community services and raise the profile and reputation of the Rehabilitation Network.
Develop the Rehabilitation Network website and better use our ‘estates’
for communication (Strategic Objective 1)
Development of a Rehabilitation Network website with accessible information for staff, patients, commissioners, referrers and external stakeholders.
Information boards in our Hub and Spoke Units promote key communication messages for staff, patients and carers.
Opportunities identified to promote key communication messages within our community services
Further develop media relations (Strategic Objective 2)
Opportunities identified to use local, regional and national media to promote good news stories
Communications and Engagement Strategy 2014 – 2017 21
Delivering and Monitoring the Implementation of Our Communications and Engagement Strategy
Roles and Responsibilities
Rehabilitation Network Strategic Board: Responsible for approving and monitoring the Communications and Engagement Strategy and Annual Implementation Plans, and supporting communication and engagement activities.
Rehabilitation Network Management Team and Operational Committee: Responsible for ensuring the delivery and monitoring of Annual Communications and Engagement Strategy Implementation Plans.
Clinical Leads (Rehabilitation Consultants, Nursing and Therapy) and Service Managers: Responsible for ensuring messages from the Rehabilitation Network Board and Operational Committee are cascaded in a meaningful and timely manner to their teams. They must ensure that staff teams are supported to act on feedback in order to make service improvements and are responsible for ensuring the Network is aware of stakeholder engagement activity.
All Rehabilitation Network Staff: Staff have a responsibility to listen to and respond to feedback from patients and carers and actively assist them to access information on specialist rehabilitation services. All staff have a responsibility to keep up to date with the latest communication messages and provide feedback as appropriate. All staff should be encouraged to complete surveys asking them for their views to support involvement and continuous service improvement. All staff have a responsibility for ensuring that contact with all stakeholders is positive and represents the Network in line with its vision and values.
Evaluating Implementation of the Strategy
Evaluating and reviewing our communications and engagement activities is a high priority for the Rehabilitation Network to ensure the work we are involved in is delivering the outcomes that we set out to achieve. We will establish robust evaluation
tools/techniques/methods, which will be reported quarterly and annually, to ensure that we can measure the outcomes of our work.
