An overview of #FuturePRoof edition three and how communications offers the NHS its greatest lifeline.

1. #FuturePRoof
and
The NHS at 70
Sarah Hall
@Hallmeister

2. About me

3. About #FuturePRoof
Three handbooks for senior practitioners
looking at the changing face of the industry
The story of public relations as a
management discipline
Cheerleader for best practice in comms
Crowdsourced model with expertise from
academics, teachers and practitioners
across the globe
www.futureproofingcomms.co.uk
@WeArePRoofed
Podcast on Spotify and iTunes

4. Why it’s important
In 1999, Dr Jon White presented a paper
to the Swiss Public Relations Society that
stated the future was bright for PR
practitioners
This was dependant on practitioners
recognising ‘the opportunities presented by
the environment and management needs’
and ‘taking steps to educate and train
themselves’, as well as making ‘full use of communication technology, to
provide reliable, if not indispensable, services to managers as they seek
to deal with complexity and manage successful businesses.’

5. Why talk about PR as a management discipline?
Huge opportunity for the industry
Prevents other disciplines eating our lunch and puts us in a leadership role
Increases investment into PR
If we approach PR as a management tool, it changes how we approach our
CPD
Helps brands and management teams reframe their approach to public
relations; we are NOT just a delivery function
PR delivers incredible value; we deserve more respect

6. Why talk about PR as a management discipline?
Changes in politics, society, media and technology are affecting how business
and the wider industry operates
More than ever PR practitioners are needed to help navigate uncertainty
More than ever PR practitioners need the skills to operate at the top of their
game
We need to be the eyes, ears and conscience of the organisations we work for
People expect more for their brand loyalty at times of upheaval and austerity

7. PR helps brands like the NHS gain legitimacy
“[Organisations] are being forced to re-think
their purpose and how they gain and maintain
their legitimacy not only with their immediate
stakeholders, but to society more widely.”
Professor Anne Gregory, chair in corporate
communication at the University of Huddersfield
and non-executive director of Airdale NHS
Foundation Trust

8. Organisation
ManagementSociety

9. #FuturePRoof 3; The NHS at 70 with lessons for
the wider PR community

10. #FuturePRoof 3
Special edition to mark the 70th anniversary of the NHS
Dedicated to all the hardworking comms professionals who connect the
complex web of organisations that is the NHS through internal comms,
communicate difficult messaging around healthcare change and save lives
through their work on the front line
Twenty-five new essays from a forward-thinking cohort of NHS practitioners,
sub-contractors, partners, commentators and journalists, all striving to
reinforce the strategic value of public relations within their organisations
The story of an NHS pushing hard to modernise as it navigates through the
toughest challenges of its lifetime – and how comms offers it its greatest
lifeline

11. “Communications professionals are an important
part of the NHS family and play a vital role in
telling the story of the NHS to the public, patients
and staff.
“This book tells the story of NHS
communications and communicators. The
things we do well and the things we need to be
better at.
“I am a proud NHS communicator and it is great to
see our role being celebrated as part of the NHS’s
70th.”
Antony Tiernan, engagement and communications
director, NHS 70

12. #FuturePRoof 3
Themes include:
• The role of comms in achieving organisational outcomes
• How organisations can secure and maintain trust
• Planning and data
• Digital-first strategies
• How to address barriers to technological innovation
• The role of practitioners in managing major change
A book packed with fascinating insights, a raft of best practice case studies
and specialist knowledge to aid practitioners in their own communications role
Features highly targeted campaigns based on planning and data, which use
integrated comms to reach audiences and are continually measured,
evaluated and evolved to secure the best outcomes possible

13. #FuturePRoof 3

14. #FuturePRoof 3

15. #FuturePRoof 3

16. #FuturePRoof 3 – editor’s analysis
Professional communications has never been more critical to the future of the
NHS
The biggest challenge is not where investment comes from, but public
engagement and advocacy: how to educate the wider population about the
change that is needed and create demand for this to happen
Those in the communication space offer the NHS the greatest lifeline if they
have the courage to speak the truth about what modernisation looks like
and how a better service can be achieved for those who have the privilege of
using the NHS

17. “Finding the line between freedom to
speak, getting the facts straight and not
alarming the public is the job of a
diplomat and colleague who is trusted to
make sure the truth is told.”
Roy Lilley, NHS and social care writer
and broadcaster

18. “Be routinely honest with the media – and
thus the public – about the pressures that
the service is under…and acknowledge
that that can cause problems.
“I know these are all in NHS terms risky
behaviours. But they might just help –
people like me and people like you – and
so the NHS itself.”
Denis Campbell, health policy editor of
the Guardian and Observer

19. #FuturePRoof 3 – editor’s analysis
The need for strategic advisers in the NHS has never been greater
Greater transparency and investment into skills is imperative
The use of capability frameworks is vital to ensuring communicators within
the NHS are measured against the same knowledge, skills and standards –
and that work delivers against organisational objectives
In addition to CPD, a clear area of focus must be proving the value of
communications to management teams, which includes strong
measurement and evaluation

20. “We must all continually invest in CPD.
“Very few formal qualifications include
leadership development and or management
skills yet these are essential for career
progression and the successful management
of projects and teams.”
Claire Riley, director of communications and
corporate affairs at Northumbria Healthcare
NHS Foundation Trust

21. “Some of the greatest challenges facing the NHS require
expert communications skills and knowledge.
“We must make the case for communications leaders
and their teams to retain the resources they need to play
a leading role in helping the NHS to respond effectively.
“Communications leaders need to make better use of
formal evaluation frameworks to show their activities
lead to tangible returns on investment.”
Daniel Reynolds, director of communications at NHS
Providers

22. #FuturePRoof 3 – editor’s analysis
The NHS remains one of the most trusted institutions in the UK
According to the Commonwealth Fund healthcare thinktank, it is the best,
safest and most affordable healthcare system out of 11 high income countries
analysed
Much of its credibility comes from the human face and skills of its employees,
who interact with the public every day
As such, one of #FuturePRoof’s biggest lessons is to use real people to lead
debate

23. “Who should represent the NHS to communicate its
strategic policies; talk about change; and outline its
future?
“Our survey found that employees are the most
credible voices – more than leaders and more than
experts.
“Engaging the public with the public health agenda –
critical to the sustainability of the NHS – is an area
where trust is key.”
Alan Maine, senior director for UK Health Public Affairs
at Edelman

24. “Direct face-to-face contact between patients
and staff is the most powerful tool we have at
our disposal and empowering our frontline
teams with the information they need to
educate patients on the right and wrong things
to do, is arguably our best chance of changing
attitudes, opinions and behaviours long-term.”
Liz Davies, head of communications at the
South Tyneside and Sunderland Healthcare
Group

25. #FuturePRoof 3 – editor’s analysis
Teams within the NHS need to join forces to implement one approach at
scale
Pooling resources is the only way to deal with an aging population,
underfunding, political agendas, privatisation, parochial self-interest,
healthcare that doesn’t consistently meet quality standards and questions over
the type and location of delivery – just some of the issues the leaders of the
NHS face
It’s time to talk about the true cost of treatment and the value of the
service the public receives so the NHS can evolve - and not just survive but
thrive
Explaining the benefits to a total overhaul of the system could mobilise an
army of vocal supporters prepared to lobby the government for what the NHS
needs

26. “Working at scale on joint issues provides the
strategic value that NHS leaders are looking
for from NHS communicators.
”We need to be prepared to interrogate data
and draw upon the full range of
communications and marketing tools
available, not to mention continue to make the
case for investment.
“This includes making the pitch to leaders.”
Caroline Latta, NHS North of England
Commissioning Support lead

27. “Public sector organisations are having to work
more closely together on a range of issues
including health and social care, housing and
homelessness, loneliness and social exclusion
– the root of many health problems.
“They have the opportunity to consider ‘joined
up’ public communication on some of these
linked ‘wicked’ problems.”
Professor Anne Gregory, chair in corporate
communication at the University of Huddersfield
and non-executive director of Airdale NHS
Foundation Trust

28. #FuturePRoof 3 – summary
Ultimately we all owe a debt of thanks to the NHS and it is our duty to
uphold and protect it
Its management teams and communicators are faced with difficult decisions
but now it is time to:
• Collaborate and implement one approach at scale
• Embrace transparency
• Invest in skills
• Speak the truth to power
• Engage with the public to shape the future of the NHS together
• Use frontline staff to lead the debate
Continual collaboration and innovation will help it evolve over the next 70
years

29. “The NHS faces bigger challenges now than it ever
has in its 70 year history. It needs people to fight for it
and as communications professionals we are in a
unique position to do that.
“I urge each and every one of you to please step
forward and make your voices count. Right now we
are in the privileged position of receiving free
healthcare at the point of treatment. It would be a
shame – and catastrophic for many – to lose that.
“This special edition of #FuturePRoof is my
contribution and way of showing my gratitude and
give back. Thank you and happy birthday, NHS!”
Sarah Hall, founder and editor of #FuturePRoof

30. Thank you – any questions?
Sarah Hall
sarah@sarahhallconsulting.co.uk
www.sarahhallconsulting.co.uk
07702 162 704

31. Join the #FuturePRoof community
Available now in hard copy and
on Kindle
www.futureproofingcomms.co.uk
@WeArePRoofed
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