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When Your Vendor Is the Vulnerability

When Your Vendor Is the Vulnerability

As the NHS advances its mission of public health in the UK, sustainability has emerged as a critical component in delivering quality care. Beyond a regulatory compliance mindset, sustainability must be integrated as a core organisational value, influencing decisions, operations, and communications across all levels of the NHS. This shift not only reduces the environmental impact but also aligns with the NHS’s ethical duty to enhance community wellbeing. Embedding sustainability into NHS culture will strengthen public trust and model responsible environmental practices for other health systems.

1. The Case for a Cultural Shift in NHS Sustainability

Sustainability’s significance within healthcare extends beyond regulatory requirements to an ethical commitment, as noted by experts in climate psychology and organisational behaviour. Rebecca Nestor, a member of the Climate Psychology Alliance, addresses the NHS’s role in “facing difficult truths” about the environmental crisis and the potential harm of ignoring it on public health. According to Nestor, the NHS must confront the psychological barriers that prevent decisive climate action, acknowledging the link between environmental health and human health outcomes.

This ethical imperative places the NHS in a unique position to foster both health and environmental stewardship, promoting a cultural shift that aligns environmental sustainability with the NHS’s central mission of safeguarding public health.

As an industry leader, the NHS holds substantial influence and responsibility in setting the standard for sustainability in healthcare. A sustainable NHS offers cleaner air, reduced pollution, and health benefits for current and future patients. By embedding sustainability into NHS policies, clinical practices, and everyday decisions, the organisation strengthens its role as a trusted public health guardian. For instance, the NHS Evergreen Programme exemplifies this integration by supporting energy efficiency, waste reduction, and resource management across Trusts, positioning the NHS as a beacon for environmental accountability.

2. Aligning Sustainability with NHS Core Values

The NHS’s commitment to “first do no harm” reaches beyond patient care to the environmental impact of healthcare services. The energy and resources used in healthcare have a direct impact on the environment and, by extension, patient health. This connection reflects the NHS’s foundational mission and underscores the importance of sustainability as an intrinsic value. From reducing carbon emissions to implementing eco-friendly waste disposal, the NHS can address the growing health risks associated with pollution and climate change, from respiratory diseases to mental health conditions.

Aligning sustainability with core NHS values also resonates with staff, who increasingly view environmental responsibility as an essential part of their roles. The Climate Psychology Alliance advocates fostering a culture of care within organisations, especially in the NHS, to empower employees to act sustainably as part of their commitment to patient welfare. As Rebecca Nestor notes, many healthcare workers may face psychological barriers to engaging with sustainability, from anxiety about climate change to perceived limitations in influencing outcomes. By framing sustainability as essential to patient care, the NHS can promote a positive, psychologically supportive workplace that values environmental care.

Furthermore, cultural care initiatives, such as the Climate Outreach programme, provide NHS staff with tools to adopt sustainability practices in ways that are emotionally resonant. These initiatives encourage open dialogue, making sustainability an approachable and actionable value across NHS departments, thus reducing potential resistance and fostering long-term commitment.

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3. Communicating Sustainability Internally: Strategies and Tactics

Creating Buy-In Among NHS Staff

Effective internal communication is essential to ensuring staff engagement with sustainability goals. NHS leaders can foster a sense of ownership by actively involving staff in decision-making processes related to environmental goals. As seen in the Leeds Climate Commission’s work, clear, consistent communication that aligns sustainability with the NHS’s broader mission helps staff understand and commit to sustainability practices. Integrating sustainability into employee training, performance evaluations, and day-to-day activities builds a foundation of environmental awareness and action.

Involving NHS staff in sustainability discussions and highlighting the relevance of their actions can significantly enhance engagement and buy-in. NHS leaders must clearly communicate that sustainability is not just a policy goal but a shared organisational value that supports staff wellbeing and patient health (Leeds Climate Commission, 2022). 

Practical Communication Tactics

As climate psychology expert Rebecca Nestor highlights, barriers such as “lecture mode” communication—where leaders focus on delivering facts without engagement—can hinder staff buy-in. Instead, NHS leaders should focus on inclusive communication strategies that facilitate dialogue and acknowledge the psychological aspects of adopting new, often challenging practices.

In practice, NHS leaders should prioritise transparency, honesty, and relatability in their messaging. For example, sharing personal stories or case studies from other NHS teams can make the impact of sustainable practices more tangible and emotionally resonant. Nestor’s guidance suggests that leaders focus on creating conversations, rather than one-way communication, to address fears, misunderstandings, and concerns about sustainability initiatives.

4. Engaging External Stakeholders and the Community

Transparency and Accountability

In addition to internal communication, building trust with the public and other external stakeholders is essential for sustainable NHS initiatives. NHS Trusts must embrace transparency in sustainability reporting, showcasing both progress and challenges. Regular updates through publicly accessible reports or digital platforms allow the community to understand and engage with NHS sustainability goals.

The Nordic sustainability model highlights the importance of transparency for accountability. In the Nordic region, detailed public reports on sustainability efforts provide a clear picture of both achievements and areas for improvement, enhancing credibility and public trust. A similar approach can help the NHS reinforce its reputation as a responsible, forward-thinking healthcare provider, committed to addressing the environmental determinants of health.

Education and Empowerment

Community-focused educational campaigns, like the Leeds Acts Together initiative, exemplify how the NHS can make sustainability relevant to external stakeholders. Through these campaigns, the NHS can empower patients and the public to take part in sustainable practices, extending the impact of its environmental goals. By framing these initiatives as part of a broader effort to improve public health, the NHS can create alignment with patients and communities who may not initially prioritise environmental issues but do care about health outcomes.

Climate Outreach’s work in community-based messaging further supports this approach by suggesting that health-related narratives resonate more with diverse audiences than purely environmental messages. Thus, NHS sustainability campaigns should focus on framing sustainability in ways that highlight the tangible health benefits, fostering a sense of shared responsibility and impact.

Developing a Sustainable NHS Brand

A strong, sustainability-focused NHS brand enhances the organisation’s role as a global leader in health and environmental stewardship. Through visible actions, such as promoting green practices across NHS properties, reducing single-use plastics, and supporting renewable energy sources, the NHS can model sustainable behaviour for healthcare systems worldwide. The  NHS Evergreen Initiative serves as an example of how NHS Trusts can lead by example and create a brand identity centred on environmental responsibility.

 5. Case Studies: Real-World Examples of NHS Sustainability in Action

Leeds Climate Commission: Regional Collaboration for Environmental Impact

The Leeds Climate Commission has collaborated with the NHS to create innovative regional sustainability solutions. Through community engagement and public involvement initiatives, such as the Leeds Citizens Jury on Climate, the Commission has implemented projects that align NHS practices with regional environmental goals. These include promoting low-carbon transportation, enhancing green spaces, and reducing local pollution levels. This collaborative model highlights the potential for NHS organisations across the UK to work with local authorities and community groups to tackle shared environmental challenges.

International Comparisons: Denmark’s Holistic Sustainability Approach

Denmark’s healthcare system offers a comprehensive example of integrating sustainability into all levels of care, from infrastructure to patient services. Danish hospitals use renewable energy, reduce waste, and implement strict environmental guidelines in daily operations. This holistic model has achieved measurable results, including lower emissions and healthier hospital environments, showcasing a path that the NHS can emulate. By following a similar model, the NHS could enhance its environmental impact while benefiting patient health and operational efficiency (Stanford Conference on Sustainability, 2022).

 6. A Roadmap for Embedding Sustainability in NHS Culture

Setting Clear, Actionable Goals

A strategic approach to goal-setting is essential for embedding sustainability into NHS culture. For example, Climate Outreach’s audience-segmented model, which aligns messaging with specific value systems, provides a framework for NHS leaders to set specific, culturally resonant sustainability goals. By defining clear, actionable targets, NHS organisations can ensure that staff and stakeholders understand and commit to environmental objectives.

Regular Reporting and Feedback Mechanisms

A culture of continuous improvement is vital for long-term sustainability success. The NHS can implement regular feedback mechanisms, such as employee surveys, community forums, and public reports, to assess progress and refine strategies. This approach mirrors the Nordic sustainability model, where consistent reporting fosters transparency, accountability, and alignment with broader health and environmental goals.

Celebrating Milestones and Successes

Recognition is a powerful motivator in fostering a positive organisational culture. By celebrating progress—both small wins and major milestones—the NHS can reinforce its commitment to sustainability and inspire ongoing engagement among staff and the public. The NHS Evergreen Programme offers an effective example of this approach, with regular updates and public recognition of each Trust’s sustainability achievements, strengthening the NHS’s identity as a sustainable organisation.

Discover more about driving communication in NHS research and innovation with NewZapp Communications

 7. Conclusion: Sustaining the Future of Healthcare and the Planet

Integrating sustainability into the NHS culture transcends regulatory compliance; it is a commitment to protecting public health, supporting environmental integrity, and fostering a sustainable future. By embedding sustainability in its operational and cultural frameworks, the NHS sets a powerful example, not only for the healthcare industry but for all sectors. In doing so, the NHS safeguards not just today’s health but the wellbeing of future generations, acting as a responsible steward of the UK’s environmental and public health resources.

NewZapp’s Commitment to a Greener Future

At NewZapp, we understand the importance of aligning with the NHS’s sustainability goals. In 2021, we made a significant step toward reducing our environmental impact by purchasing 35 acres of land in Devon to restore biodiversity and enhance local ecosystems. Our commitment goes beyond simply reducing our carbon footprint—we aim to create a long-lasting positive environmental legacy.

NewZapp is proud to support the Evergreen Programme as part of our journey towards sustainability. By actively participating in the programme, we ensure that our products and services align with the NHS’s mission for a greener future.

Adam Baldock-Apps

Adam Baldock-Apps

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Passionate Marketing and Growth leader. Driving Digital Innovation and Brand Growth, expert in Tech and SaaS Marketing.

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Storytelling in the NHS: How Narrative Builds Culture, Engagement & Connection

Storytelling in the NHS: How Narrative Builds Culture, Engagement & Connection

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In a healthcare system as complex, pressured, and human-centred as the NHS, effective internal communication must go beyond transactional updates and reactive messaging. At its best, internal communication becomes a cultural act—an enabler of connection, identity, and shared purpose. At the heart of this function lies storytelling.

Stories are how humans make sense of change, build empathy, and connect across diverse contexts. Within the NHS, where transformation is constant and work is inherently relational, storytelling can strengthen staff engagement, reinforce organisational values, and build the trust required for successful reform. Peer-reviewed research consistently shows that narrative-based communication significantly improves memory retention, emotional engagement, and behavioural alignment (Green, Brock & Kaufman, 2004; Zak, 2015).

Narrative communication can humanise policy. It can frame challenges as collective journeys, illustrate success through lived experience, and ensure that people feel not only informed but involved. As the NHS undergoes transformation across digital, workforce, and structural domains, internal storytelling becomes a strategic tool for sense-making, inclusion, and leadership.

Why Stories Work in Internal Comms

Humans are neurologically wired to engage with stories. Unlike abstract directives or fragmented information, stories provide structure and meaning. Neuroscientific studies reveal that storytelling stimulates brain regions associated with memory, empathy, and decision-making (Zak, 2015). In internal communication, this engagement translates into stronger comprehension, emotional connection, and message retention.

Jerome Bruner (1990) argued that people are 22 times more likely to remember a fact when it is embedded in a story. In the NHS context, where complexity and rapid change can overwhelm even the most engaged workforce, this matters. Storytelling provides clarity and builds the psychological safety needed for change. It allows staff to locate themselves within the organisation’s evolution.

The Institute of Internal Communication (IoIC, 2025) frames storytelling as a trust-building behaviour. Through narrative, organisations show—not just tell—how values are lived, how decisions are made, and how individuals matter.

Types of Stories NHS Teams Should Tell

One of the NHS’s greatest strengths is the breadth of its experience base. From hospital wards and IT hubs to community clinics and procurement offices, stories are happening every day. Internal communicators must act as curators of these narratives—not simply content creators.

Stories that make change personal are among the most impactful. Consider Calderdale and Huddersfield NHS Foundation Trust’s EPR implementation (2022). Rather than relying solely on technical updates, they invited staff to document “a week with our new system.” Nurses shared how the electronic prescribing feature reduced duplication and errors. These first-person stories were short, honest, and powerful—encouraging other staff to embrace the change and reducing fear around digital transitions.

Celebrating everyday heroism is equally vital. At Leeds Teaching Hospitals, the “Hidden Heroes” campaign brought visibility to support staff—cleaners, porters, and administrative assistants—through short narratives on posters and emails. One domestic assistant spoke about ensuring patient dignity through spotless environments. These stories were not grandiose but deeply resonant. They conveyed that every role matters and every person is valued.

Narratives that explain the “why” behind reform help reduce confusion and resistance. Mid and South Essex ICS used video storytelling to explain how shared care records would reduce the need for patients to repeat their history at every appointment. These stories, often told by clinicians and patients, provided tangible reasons for the change and showed how it would benefit both staff and the public.

Internal comms can also tell stories of progress—not just promise. NHS Lothian launched a “You said, we did” series responding directly to staff feedback. One story featured a junior doctor who had expressed concern about scheduling. The trust highlighted how her feedback led to rota reviews and better team coverage. Staff who see their input acted on are more likely to remain engaged.

Lastly, values-based storytelling reinforces culture. During Ramadan, Barts Health NHS Trust spotlighted how teams supported colleagues who were fasting. Stories were shared by Muslim and non-Muslim staff, showing adjustments made to accommodate breaks and patient handovers. These narratives weren’t simply about diversity—they were about community.

Each of these stories made values visible and meaningful. They didn’t describe culture—they demonstrated it.

This aligns with the broader case for storytelling explored in Trusted Delivery’s article on transforming NHS workplace communication, where internal comms act as both translator and amplifier of organisational goals.

“NewZapp has transformed our internal communications. Before, we were constantly facing issues with delivery and engagement. Now, not only are our open rates up, but staff engagement with surveys and nominations has skyrocketed. The support team has been fantastic, always there when we need them, making sure everything runs smoothly.”
— Laura Favell, Communications Manager, Royal Papworth Hospital NHS Foundation Trust​

Amplifying Voices: Staff-Led Narratives

To extend the reach and resonance of storytelling, NHS internal communication teams must not only share narratives but actively invest in creating conditions where staff feel empowered to speak. This involves building a feedback-rich culture in which lived experience, frontline insight, and operational learning are continuously surfaced, valued, and used.

Creating safe and inclusive storytelling environments requires consistent effort. Many staff are unaccustomed to framing their day-to-day experiences as stories worth sharing, and some may hesitate due to fear of judgement or tokenism. Internal communications teams must take on a facilitative role—coaching contributors, ensuring editorial sensitivity, and championing diversity of voice across job roles, seniority levels, and backgrounds.

One effective method for amplifying staff voice is the use of structured story clinics or storytelling workshops. These initiatives, piloted at trusts like Guy’s and St Thomas’ NHS Foundation Trust, pair communications professionals with front-line teams to identify key themes, draft narratives, and rehearse delivery formats. The outcomes are not only stronger stories but a workforce that feels seen and respected.

Staff-led storytelling also supports leadership visibility. When managers and directors share their own reflections, especially on lessons learned, it creates a culture of openness and psychological safety. Embedding storytelling into team briefings, trust newsletters, and wellbeing bulletins fosters trust, transparency, and peer-to-peer connection.

Crucially, digital platforms like Trusted Delivery enable scalable storytelling. Teams can automate the collection of story snippets via form submissions, embed video and voice notes in internal bulletins, and schedule releases around peak engagement windows. Analytics reveal which stories resonate—guiding future themes and formats.

Finally, NHS organisations should ensure that storytelling is not extractive. Recognition, visibility, and feedback loops must accompany publication. Staff should know what happens next with their story—whether it informs strategy, inspires colleagues, or shapes improvement initiatives.

In a sector driven by values but tested by volume and change, staff-led storytelling transforms communication into a shared, human act of sense-making. It invites people not just to listen—but to lead through their voice.

Internal communication teams across the NHS face the ongoing challenge of fostering staff engagement in environments characterised by high pressure, operational complexity, and often fragmented communication channels. A significant part of their role involves creating strategies that not only inform but inspire. Storytelling has become increasingly recognised as one of the most effective tools to achieve this.

According to PR Academy (2023), internal communications practitioners are not just message crafters—they are culture builders. In the NHS, this involves translating values, vision, and transformation into lived experience. However, many comms teams report challenges including information overload, limited access to non-desk-based staff, digital literacy gaps, and maintaining consistency across large, decentralised Trusts.

Storytelling addresses many of these issues by creating emotional resonance, improving retention, and building human connections across teams and services. The resource My Story, Our Future by Transformation Partners in Health and Care (2020) outlines how personal narratives can strengthen organisational culture, clarify strategy, and surface staff-led solutions. Similarly, NHS England’s guidance on Using Patient Stories (2015) encourages both clinical and non-clinical teams to leverage narrative for training, learning, and system redesign.

The Learning Handbook on Storytelling (NHS Improvement Hub, 2015) adds that stories must be gathered and shared with purpose. Comms teams must actively curate stories that align with strategic aims—whether it’s staff retention, diversity, innovation, or change management. The Impact of Storytelling in Health event hosted by the Health Foundation’s Q Community also highlighted how national policy and local delivery can be aligned through the power of lived experience.

Perhaps the most important task for comms teams is creating platforms and permission for stories to emerge. This means building trust, investing time in relationship-building, and ensuring contributors feel safe and heard. Another Trusted Delivery article on the power of storytelling reinforces that trust is built not through broadcast, but through reciprocity—sharing and listening.

Organisations that succeed in storytelling don’t simply amplify voices—they transform them into catalysts for culture change.

Conclusion: The Future of Storytelling in NHS Internal Communications

As the NHS continues to navigate complex reform, workforce pressures, and evolving patient needs, the role of internal communication will only grow in strategic importance. Storytelling—when practiced intentionally and inclusively—offers a dynamic pathway to fostering organisational trust, enhancing team connection, and sustaining morale.

Future-forward NHS organisations will embed storytelling not just into campaigns, but into the fabric of daily operations. They will invest in tools that support narrative collection and distribution at scale, ensure underrepresented voices are heard, and align communication strategies with trust-wide cultural goals.

Storytelling in NHS internal communications isn’t a one-off technique—it is a leadership practice. By amplifying lived experience, celebrating staff, and bridging silos, it nurtures belonging, resilience, and shared purpose.

For NHS teams ready to take their internal communication strategy further, now is the time to make space for stories—and the systems that support them.

Book a Trusted Delivery demo to learn how to scale storytelling securely across your organisation.

If you’re interested in the metrics and measurement aspects of these approaches, explore Trusted Delivery’s NHS Internal Communications Email Analytics 2024 article for insight into how story-driven content can outperform traditional formats.

FAQs: Storytelling in NHS Internal Communications

What is storytelling in NHS internal communication?

Storytelling in NHS internal communication refers to using narrative formats—like personal experiences, case studies, and reflective pieces—to share values, explain change, and strengthen staff engagement.

Why is storytelling important in the NHS?

Storytelling helps build emotional connections, improve retention of key messages, and create a shared sense of purpose across diverse teams.

What types of stories are most effective?

Personal experiences of change, peer recognition stories, patient impact narratives, and progress updates tied to staff input are all effective.

How can internal comms teams source staff stories?

Use interviews, surveys, open calls for submissions, team nominations, and leadership walkarounds to identify storytelling opportunities.

What are common formats for internal storytelling?

Short-form blogs, video clips, infographics, podcasts, voice notes, and first-person narratives shared via email or intranet.

How does storytelling support reform and transformation?

It provides clarity on the ‘why’, humanises strategy, and makes abstract policy relatable—encouraging staff buy-in and trust.

Are there risks to using storytelling internally?

Yes—without consent, clarity, or proper representation, storytelling can feel tokenistic. Stories must be authentic and respectful.

Can digital tools help with internal storytelling?

Yes—Trusted Delivery supports targeted, secure storytelling via multimedia-rich internal comms with tracking and segmentation.

How do you measure the impact of storytelling?

Track open rates, click-throughs, qualitative feedback, and staff engagement metrics. Look for narrative themes in staff surveys.

How can I start a storytelling culture in my NHS organisation?

Start small: invite one story a month, celebrate contributions publicly, and ensure leaders role-model vulnerability and openness.

References (Harvard Style)

BDC Partnership (2023). The Power of Storytelling. [online] Available at: https://bdcpartnership.co.uk/the-power-of-storytelling/ [Accessed 20 Oct. 2025].

Bruner, J. (1990). Acts of Meaning. Cambridge, MA: Harvard University Press.

Calderdale and Huddersfield NHS Foundation Trust (2022). CHFT’s EPR Story One Year On. [online] Available at: https://www.chft.nhs.uk/news/chfts-epr-story-one-year [Accessed 20 Oct. 2025].

Green, M.C., Brock, T.C. and Kaufman, G.F. (2004). Understanding Media Enjoyment: The Role of Transportation Into Narrative Worlds. Communication Theory, 14(4), pp.311–327.

Institute of Internal Communication (IoIC) (2025). Excellent Internal Communication is Integral to Trust. [online] Available at: https://www.ioic.org.uk/resource/excellent-internal-communication-is-integral-to-trust.html [Accessed 20 Oct. 2025].

Leeds Teaching Hospitals NHS Trust (2024). Celebrating Hidden Heroes. [online] Available at: https://www.leedsth.nhs.uk/news-and-media/latest-news/2024/10/03/celebrating-our-hidden-heroes/ [Accessed 20 Oct. 2025].

Mid and South Essex ICS (2024). Shared Care Records Changing Lives. [online] Available at: https://www.midandsouthessex.ics.nhs.uk/news/2024/09/shared-care-records-changing-lives/ [Accessed 20 Oct. 2025].

NHS England (2015). Using Patient Stories. [pdf] Available at: https://www.england.nhs.uk/6cs/wp-content/uploads/sites/25/2015/08/using-patient-stories.pdf [Accessed 20 Oct. 2025].

NHS Improvement Hub (2015). Learning Handbook on Storytelling. [pdf] Available at: https://www.england.nhs.uk/improvement-hub/wp-content/uploads/sites/44/2015/08/learning-handbook-story-telling.pdf [Accessed 20 Oct. 2025].

NHS Lothian (2024). You Said, We Did. [online] Available at: https://www.nhslothian.scot.nhs.uk/news/you-said-we-did/ [Accessed 20 Oct. 2025].

How Internal Communications Can Drive Trust During NHS Reform and Reorganisation

How Internal Communications Can Drive Trust During NHS Reform and Reorganisation

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Major structural changes are nothing new to the NHS. From Integrated Care Systems (ICSs) to digital transformation programmes, workforce redesigns, estate reconfigurations, and centralisation of commissioning structures, change is part of the NHS’s operational DNA. Yet with every reform—regardless of its policy merit—comes a significant cultural risk: loss of trust.

Internal communication is a strategic enabler of trust. It fosters shared understanding, mitigates fear, encourages engagement, and preserves morale during periods of high ambiguity. Without it, reforms risk confusion, disengagement, and even resistance. With it, NHS organisations can deliver transformation with people, not simply to them.

Change Creates a Communications Vacuum

Periods of reform are notorious for generating information vacuums. As outlined by FutureProofing Comms (2025), when formal communication lags behind decision-making, speculation fills the space. Staff begin to create their own narratives, driven by rumour, misinformation, and anxiety. Uncertainty becomes the dominant organisational emotion.

This risk is magnified across large, complex NHS organisations—particularly those with:

  • High proportions of shift or part-time workers

  • Multi-site delivery

  • Siloed directorates or underdeveloped comms functions

  • Digital inequality among frontline and support staff

According to a 2024 Leeds Teaching Hospitals NHS Trust communications review, the absence of timely, tailored internal messaging during change leads to “a breakdown in confidence across bands and professions.”

“In times of transformation, communication speed and sincerity are the clearest drivers of staff trust.” — Public Digital, NHS England Change Insights, 2025

Why Trust Is Critical to NHS Change Success

Research from VivaPR and Trueman Change (2025) highlights that organisational trust directly impacts:

  • Staff retention during turbulent periods

  • Line manager confidence and role modelling

  • Patient safety and clinical decision-making

  • The success of wider engagement and behaviour change initiatives

Furthermore, Communicate Magazine (2025) found that transparent, emotionally intelligent communication was a key factor in public and workforce confidence during major healthcare reforms.

Without a structured internal comms strategy, change programmes struggle to move from theory to reality. People simply disengage—or worse, actively resist.

The Strategic Role of Internal Comms in Building Trust

Trust is not simply a desirable outcome of change communication—it is a strategic asset in itself. According to the Institute of Internal Communication (IoIC), excellent internal communication is integral to the development and sustainment of trust, particularly during periods of change, crisis, or uncertainty. When staff trust their leaders, their organisation, and the information they receive, they are more likely to remain engaged, resilient, and aligned with organisational goals.

A 2025 article by Trusted Delivery, The Role of Internal Communication in Strengthening Trust within NHS Trusts, emphasises how consistent, credible communication creates a psychological safety net for staff navigating disruption. Similarly, HRinspire (2025) argues that internal comms, when done well, supports long-term engagement by recognising the emotional and social needs of employees—not just operational ones.

As highlighted in JK Design’s guide to cultivating culture through internal communications, transparency and storytelling are particularly powerful. When staff are treated as stakeholders rather than spectators, trust becomes embedded within the organisational fabric.

The IoIC’s 2025 research synthesis also links trust to communication attributes such as:

  • Clarity and consistency of tone

  • Frequency and reliability of updates

  • Opportunities for two-way engagement

  • Leadership visibility and approachability

In line with these findings, All Things IC notes that “trust is built in moments”—through micro-interactions, honest messages, and the credibility of leadership.

This is especially important in NHS settings, where reform is rarely experienced equally. As the IoIC reminds us, “change is a constant challenge,” but the way it is communicated determines whether it becomes a threat or a shared journey.

“NewZapp has transformed our internal communications. Before, we were constantly facing issues with delivery and engagement. Now, not only are our open rates up, but staff engagement with surveys and nominations has skyrocketed. The support team has been fantastic, always there when we need them, making sure everything runs smoothly.”
— Laura Favell, Communications Manager, Royal Papworth Hospital NHS Foundation Trust​

Five Principles for Trust-Building Internal Comms

1. Be Early, Honest, and Human

Even when not all the answers are available, early communication signals respect. Leadership silence is quickly interpreted as secrecy. Staff appreciate honesty, humility, and vulnerability from those leading change. “We don’t know yet, but we’re listening” can be more effective than a polished non-answer.

In practice:

  • Share ‘first draft’ plans with staff before public announcements

  • Publish regular updates—even brief ones—on timelines or governance

  • Use first names, conversational tone, and local voices wherever possible

2. Segment and Personalise

Different roles experience change in very different ways. A centralisation of IT services may feel distant to clinical staff but threatening to digital teams. HR integrations can evoke different questions from band 3 administrators versus senior nurse leads.

Trusted Delivery allows NHS organisations to segment internal communications by:

  • Site or region

  • Directorate or service line

  • Shift pattern or employment status (e.g. bank, agency, permanent)

  • Role or digital access level

3. Storytell the Why

Reforms must be understood, not just implemented. Share the “why now?” behind changes. Ground messages in national NHS priorities such as the Long Term Workforce Plan or equity commitments. Use real NHS voices—patients, staff, leaders—to share benefits and implications.

Effective formats include:

  • Mini case studies: “A day in the life after the new system”

  • Video explainers from transformation leads

  • Infographics mapping changes to patient outcomes

As Leeds Teaching Hospitals notes, “Narrative-based comms break down policy jargon and humanise strategy.”

4. Create Two-Way Channels

Communication is not broadcast. It is dialogue. During change, staff need to feel heard—and believe that their views can shape the process.

Trusted Delivery supports:

  • Pulse surveys with live dashboards

  • Anonymous comment links

  • Response-enabled emails with filtering by theme or role

Organisations can also align with HRA and NHSE’s EDI plans by using lived experience feedback as a core part of governance design.

5. Measure, Reflect, Adapt

Track the performance of comms in real time. This isn’t just about open rates—it’s about reach, resonance, and responsiveness. Use Trusted Delivery’s analytics to compare:

  • Which shifts or roles are most/least engaged

  • When key messages are read or acted upon

  • Where changes in staff sentiment correlate with communications activity

Make adjustments based on the data. Abandon “one and done” newsletter culture in favour of agile comms cycles.

NHS Reform in Wider Context

The current wave of reform must also be understood in the context of broader systemic pressures and historical precedents. The National Audit Office (NAO) report Managing the Transition to the Reformed Health System (2013) highlighted the complexity and risks involved in reorganising large-scale healthcare systems, including the erosion of institutional memory and loss of leadership continuity.

More recently, the NHS Productivity Puzzle report by the Institute for Government (2023) emphasises that system change alone is not a guaranteed lever for efficiency. Instead, it stresses the importance of operational stability, staff engagement, and improved communication in achieving sustainable outcomes.

The NHS Confederation’s New Operating Model for Health and Care (2023) also points to the need for integrated and flexible local systems—supported by clear, timely internal communication between national bodies, ICS leaders, and frontline teams.

These documents reinforce the argument that internal communication is not a ‘soft’ discipline—it is a critical enabler of reform resilience, cultural alignment, and long-term impact.

External Case Studies and Insights

Public Digital (2025) emphasises that the NHS’s pace of reorganisation is outstripping its communications capability. Their guidance encourages “radical simplicity” in messaging and ongoing staff listening loops.

Four Communications Group highlights the risk to public credibility when government reforms are delivered without strong internal communications. “Trust collapses when staff feel used rather than informed.”

SBS NHS (2025) underscores that digital transformation within the NHS is at risk when frontline staff aren’t brought along with changes. “Without internal buy-in, transformation becomes transaction.”

How Trusted Delivery Supports NHS Reform Communication

Trusted Delivery is the only email communications platform built specifically to NHS digital standards. It enables:

  • Targeted delivery by shift, role, department, or location

  • Scheduled sending aligned with clinical workflows

  • Engagement tracking at team and Trust-wide level

  • Full compliance with NHS Digital Governance and IG policy

By reducing manual list building, delivering secure mobile access, and offering audience insights, Trusted Delivery allows NHS teams to focus on the content of transformation—not just the admin.

For related case studies, visit: From Frustration to Efficiency: Replacing Legacy Systems

 

Frequently Asked Questions (FAQs)

Why is internal communication important during NHS reform?

Because it ensures transparency, supports emotional engagement, and reduces organisational risk during complex transformation programmes.

What is the biggest risk of poor communication during NHS change?

Loss of staff trust—leading to morale decline, attrition, confusion, and operational inefficiency.

How can NHS Trusts reach all staff during change?

By segmenting communication using platforms like Trusted Delivery, and by integrating digital and physical channels.

What role does leadership play in internal comms?

Visible, empathetic leadership sets the tone. Leaders should communicate regularly, acknowledge staff concerns, and share personal reflections.

What formats help staff understand transformation?

Infographics, short videos, FAQ sheets, roadmaps, and relatable stories from peers or patients.

How should organisations handle negative feedback?

With openness. Negative feedback is valuable insight and a signal to review your message or strategy—not silence it.

How can comms teams cope with change fatigue?

By being strategic: avoid overload, prioritise core messages, and stagger content across channels.

What’s the best frequency for updates during change?

Weekly at peak, biweekly for routine, and always when something materially changes.

Is face-to-face communication still valuable?

Yes. Town halls, team huddles, and leadership walkarounds remain essential, especially when paired with digital comms.

Where can I get help to build a comms plan for NHS reform?

Visit Trusted Delivery to explore tools, templates, and expert guidance tailored for NHS teams.

References

FutureProofing Comms (2025). FP5: Chapter 13 – Internal Communication. [online] Available at: https://www.futureproofingcomms.co.uk/thelatest/fp5-chapter13 [Accessed 20 Oct. 2025].

Leeds Teaching Hospitals NHS Trust (2024). Communications Strategy Report. [pdf] Available at: https://www.leedsth.nhs.uk/wp-content/uploads/2024/10/Communications.pdf [Accessed 20 Oct. 2025]. Public Digital (2025).

Navigating Changes at NHS England. [online] Available at: https://public.digital/pd-insights/blog/2025/03/navigating-changes-at-nhs-england [Accessed 20 Oct. 2025].

VivaPR (2025). The Importance of Internal Communication in Healthcare. [online] Available at: https://www.vivapr.co.uk/importance-of-internal-communication-in-healthcare/ [Accessed 20 Oct. 2025].

Communicate Magazine (2025). Communicating Major Healthcare Reforms. [online] Available at: https://www.communicatemagazine.com/features/2025/communicating-major-healthcare-reforms-how-to-maintain-public-trust-and-keep-transparency/ [Accessed 20 Oct. 2025].

Sabercom (2025). NHS Internal Communication. [online] Available at: https://www.sabercom.co.uk/nhs-internal-communication/ [Accessed 20 Oct. 2025].

Four Communications (2025). DHSC Comms Cuts Test Credibility. [online] Available at: https://www.four.agency/news-insights/dhscs-communications-test-cuts-credibility [Accessed 20 Oct. 2025]. Trueman Change (2025).

Why Internal Communication is the Key to LGR Success. [online] Available at: https://www.truemanchange.co.uk/our-resources/why-internal-communication-is-the-key-to-lgr-success [Accessed 20 Oct. 2025]. NHS SBS (2025).

Digital Transformation Under Pressure. [online] Available at: https://www.sbs.nhs.uk/news/digital-transformation-under-pressure-sustaining-momentum-amidst-nhs-reorganisation/ [Accessed 20 Oct. 2025]. The MJ (2025).

Improving Engagement and Communication in NHS Crisis. [online] Available at: https://www.themj.co.uk/improving-engagement-communication-nhs-crisis [Accessed 20 Oct. 2025].

Reaching Every Role: Inclusivity in NHS Internal Communications

Reaching Every Role: Inclusivity in NHS Internal Communications

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Introduction

In a healthcare system as vast and varied as the NHS, no two staff roles are the same. From frontline clinicians and community health workers to estates teams, night-shift porters, and administrative support, the NHS thrives because of its workforce diversity. Yet this very diversity presents a significant communications challenge: how do we ensure that internal communications reach and resonate with everyone?

As pressures on the NHS increase and digital transformation accelerates, inclusivity in internal communication is more important than ever. Inclusivity is not simply a matter of fairness or equity (though it is certainly that). It is a core enabler of safe, coordinated, and high-performing care.

This theme of inclusive communication is also explored in our article Transforming NHS Workplace Communication: Enhancing Inclusivity, Efficiency and Wellbeing, where we look at how effective internal messaging directly contributes to staff wellbeing and organisational resilience.

The NHS England Equality, Diversity and Inclusion (EDI) Improvement Plan reinforces this strategic focus, identifying workforce inclusivity as a quality and leadership priority that enables better care and engagement.

The Visibility Gap

While email remains the dominant internal communications channel, it’s clear that a “send-to-all” approach no longer works. Large segments of the NHS workforce are non-desk-based. They may work variable shifts, have limited access to corporate devices, or engage with information in non-digital formats.
These include:
• Healthcare assistants and nurses on wards
• Estates, catering, and domestic staff
• Ambulance and transport staff
• Community workers without regular on-site access
• Night-shift workers with minimal management contact

For these colleagues, a traditional email newsletter may be missed entirely. Worse still, they may feel excluded from organisational dialogue.

A 2025 report by the NHS Breaking Barriers Communications Taskforce highlighted that 26% of Black and Minority Ethnic communications professionals are considering leaving the NHS within the next three years due to exclusion and structural inequity. Inclusive internal communications play a crucial role in reversing this trend.

Building Inclusive Communications

1. Know Your Audiences

Inclusivity starts with understanding. Segment your workforce not just by department or job title, but by access, digital literacy, and communication preferences. Engage with staff forums, unions, and staff networks to build richer insight.
The Mid and South Essex ICS Communications Strategy further supports this approach, highlighting the need for hyper-local, role-specific messaging that reflects workforce diversity and place-based needs.

2. Tailor Channels and Formats

There is no one-size-fits-all solution. Combine digital with physical:
• Digital screens in staff rooms and rest areas (as advocated by Sabercom)
• Printed posters and QR codes for quick digital access
• Secure mobile access for clinical teams
• Use of video, voice notes and accessible content formats to reach staff with varied language and literacy needs

3. Time Messages Around Workflows

Message timing matters. Avoid email dumps during clinical handovers or late-night shifts. Schedule messages to align with staff availability, such as before handovers or shift changes. The NHS Employers’ Seven Steps to Effective Wellbeing Campaigns advise aligning communication delivery to natural workflow touchpoints, ensuring both relevance and engagement.

4. Create Two-Way Channels

Feedback is fundamental to inclusion. Offer multiple, low-barrier ways for staff to respond, ask questions, or share views—whether through surveys, message replies, WhatsApp-style channels, or anonymous forms. The Health Research Authority (HRA) shows how lived experience audits can be used to shape more responsive and inclusive internal communication.

5. Measure, Review, Adapt

Use tools that offer robust analytics to identify where gaps remain. Are night shift colleagues reading updates? Are porters clicking on links? Use this insight to refine your strategy.

Our recent piece, NHS Internal Communications Email Analytics 2024, provides key benchmarks for understanding message performance and where inclusive strategies are most needed.

“NewZapp has transformed our internal communications. Before, we were constantly facing issues with delivery and engagement. Now, not only are our open rates up, but staff engagement with surveys and nominations has skyrocketed. The support team has been fantastic, always there when we need them, making sure everything runs smoothly.”
— Laura Favell, Communications Manager, Royal Papworth Hospital NHS Foundation Trust​

How Trusted Delivery Supports Inclusive NHS Comms

Trusted Delivery was built for the NHS, by people who understand it. We enable organisations to:
• Segment internal communications by location, team, or shift pattern
• Track delivery and engagement across all workforce types
• Schedule messages to suit diverse working patterns
• Integrate non-digital and digital formats securely and compliantly

Our platform ensures that messages aren’t just sent—they’re seen, understood, and acted upon.

For NHS trusts currently navigating legacy platforms and outdated systems, our article From Frustration to Efficiency: Replacing Legacy Systems outlines the pitfalls of sticking with tools that weren’t built for modern NHS realities—and how to transition to solutions like Trusted Delivery.

Looking forward, platforms like Trusted Delivery are well positioned to integrate with ethical NHS AI frameworks, such as the one outlined in the NHS Confederation’s Artificial Intelligence Operating Framework, helping organisations deliver more targeted, adaptive, and inclusive messaging.

Towards Equity of Voice

Inclusive communication isn’t an optional extra; it’s foundational. When all NHS staff feel informed, included and heard, morale lifts, safety improves, and organisational culture strengthens.
By reaching every role—consistently and meaningfully—we uphold the values of the NHS and ensure that internal communication becomes a bridge, not a barrier.

Want to learn how Trusted Delivery can help you build more inclusive internal communications? Contact us for a demo today.

Frequently Asked Questions (FAQs)

What is inclusive internal communication in the NHS?

Inclusive internal communication ensures that messages reach every NHS staff member, regardless of role, shift, location, or access to technology. It means adapting channels, timing, and content so all staff feel informed and engaged.

Why is reaching non-desk-based NHS staff important?

Non-desk-based staff—including porters, cleaners, healthcare assistants, and night-shift workers—make up a large part of the NHS workforce. Inclusive communication boosts morale, improves safety, and supports better care coordination.

How can I improve NHS internal communications for shift workers?

Schedule messages based on staff availability, use mobile-friendly formats, and leverage platforms that allow delivery by shift pattern. Avoid standard 9–5 delivery assumptions.

What tools help segment internal NHS communications?

Platforms like Trusted Delivery support segmentation by role, department, site, and shift. This ensures messages are targeted and relevant for each group of staff.

What communication channels work for frontline NHS teams?

Effective channels include posters with QR codes, video updates, staff room screens, mobile-optimised emails, and even audio messages for on-the-go consumption.

How do internal communications affect NHS staff wellbeing?

Inclusive, timely, and two-way communication helps staff feel valued, reduces stress, and encourages trust—leading to higher retention and better team dynamics.

What are examples of inclusive communication practices in the NHS?

Segmented emails, accessible formats, translated materials, anonymous surveys, and role-specific updates are all part of a best-practice inclusive comms strategy.

How do I measure the success of internal communications in the NHS?

Track metrics like open rates, click-throughs, time-of-day responsiveness, and feedback participation. Compare across segments to identify reach gaps.
9. What are the risks of poor internal communication in the NHS?
Inconsistent messaging can lead to staff disengagement, safety issues, resistance to change, and organisational inefficiency.

How can Trusted Delivery help NHS trusts improve internal communication?

Trusted Delivery is a platform built for NHS internal communications. It enables secure delivery, message segmentation, analytics, and compliance with NHS Digital Governance—all designed to ensure messages reach and resonate with every role.

 

References

NHS England (2023). NHS equality, diversity and inclusion improvement plan. [online] Available at: https://www.england.nhs.uk/long-read/nhs-equality-diversity-and-inclusion-improvement-plan/ [Accessed 20 Oct. 2025].

NHS Employers (2023). Seven steps to effective health and wellbeing campaigns. [online] Available at: https://www.nhsemployers.org/publications/seven-steps-effective-health-and-wellbeing-campaign [Accessed 20 Oct. 2025].

Sabercom (n.d.). NHS internal communication. [online] Available at: https://www.sabercom.co.uk/nhs-internal-communication/ [Accessed 20 Oct. 2025].

Silicon Practice (2023). Strengthening NHS teams with a robust internal communications strategy. [online] Available at: https://siliconpractice.co.uk/solutions/primary-care/focus-on-primary-care-best-practices/strengthening-nhs-teams-with-a-robust-internal-communications-strategy/ [Accessed 20 Oct. 2025].

Health Research Authority (2024). Equality, diversity and inclusion (EDI) – HRA staff: Looking back and planning forwards. [online] Available at: https://www.hra.nhs.uk/about-us/governance/equality-and-diversity/equality-diversity-and-inclusion-edi-hra-staff-looking-back-and-planning-forwards/ [Accessed 20 Oct. 2025].

Mid and South Essex ICS (2024). Communications and engagement strategy 2025–2027. [online] Available at: https://www.midandsouthessex.ics.nhs.uk/publications/communications-and-engagement-strategy-2025-2027/ [Accessed 20 Oct. 2025].
NHS Confederation (2024).

NHS communications artificial intelligence operating framework. [online] Available at: https://www.nhsconfed.org/publications/nhs-communications-artificial-intelligence-operating-framework [Accessed 20 Oct. 2025].

NHS Breaking Barriers Communications Taskforce (2025). Improving diversity in NHS communications. [pdf] Available at: https://www.nhsconfed.org/system/files/2025-07/Breaking-barriers-comms-taskforce_2.pdf [Accessed 20 Oct. 2025].

NHS Trust Rankings 2025: Could Internal Comms Decide Your Place?

When Your Vendor Is the Vulnerability

What 2025’s SaaS-Linked Breaches Reveal About Third-Party Risk in NHS Internal Communications—and How Trusted Delivery Mitigates It

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The New Reality: Most Breaches Start Outside Your Firewall

In 2025, one of the clearest cyber security trends across NHS-affiliated and private-sector organisations alike is this: attackers are bypassing core IT systems and instead targeting the vendor supply chain.

This shift has profound implications for NHS communications. In practice, it means that secure, timely engagement with staff—and the systems that underpin internal messaging—can be disrupted not by failure within your organisation, but by weaknesses within a vendor you rely on.

In the last 12 months alone, third-party software breaches have directly affected global retailers, government departments, and health-affiliated systems, with internal communication platforms frequently among the first services to be impacted.

For NHS communications leads—whether at Trust, ICB, or system level—the takeaway is stark: even the most secure internal systems are vulnerable if the channels we use to communicate with staff and stakeholders are routed through over-extended, multi-integrated, third-party ecosystems.

Trusted Delivery was established to eliminate this risk.

Anatomy of a 2025 SaaS Breach

The typical breach seen in 2025 follows a clear, repeatable pattern—one that NHS leaders can no longer afford to ignore:

  1. Initial Access
    Exploiting social engineering, attackers impersonate legitimate users or partners to convince a SaaS vendor’s helpdesk to reset credentials or disable MFA. These workflows—optimised for speed, not verification—often bypass even robust identity controls.
  2. Over-Permissioned Integrations
    With access obtained, attackers escalate privileges using over-scoped API tokens or CRM OAuth grants. These tokens typically span multiple systems, thanks to sprawling SaaS ecosystems (e.g., CRM platforms tied to HR, payroll, and messaging).
  3. Lateral Movement
    Next, attackers pivot laterally, often moving from one SaaS platform to another. They extract sensitive data, inject malicious payloads, or hijack message delivery services—effectively impersonating the organisation.
  4. Extortion and Disruption
    Finally, they exfiltrate data, trigger encryption, or threaten disclosure—disrupting operations and triggering a crisis response. In internal comms terms, this can mean messages misdelivered, delayed, spoofed or blocked—damaging trust at the worst possible time.

A notable example comes from the Marks & Spencer ransomware attack, where a compromised IT contractor’s helpdesk workflow created a critical vulnerability. Communications outages affected rota messaging and staff coordination at peak periods.

In another 2025 case, attackers breached Workday via compromised Salesforce OAuth apps, exposing sensitive HR and payroll data. Harrods faced data loss after attackers accessed customer information through a marketing vendor. Though core systems remained intact, internal communications channels were disrupted and regulatory action followed.

Why This Matters for NHS Internal Comms

For NHS organisations, a compromised communication platform does not just mean a delay in emails. It can mean missed emergency alerts, undermined transformation initiatives, and serious breaches of information governance standards.

NHS leaders must now consider vendor risk as a core element of communications strategy. Communications systems are lifelines in health settings. Their integrity must be assured.

  • Staff Trust Degrades
    If internal comms are spoofed or disrupted, confidence in leadership messages, updates, and alerts diminishes—particularly in large, dispersed, and digitally dependent workforces.
  • Comms Continuity Fails
    Most general SaaS platforms rely on third-party plug-ins and global cloud APIs to operate. When these are revoked or breached, message delivery ceases. NHS messages must not rely on systems outside NHS governance.
  • Inclusion and Equity at Risk
    Complex SaaS breaches often result in only partial system failure. In these cases, digitally excluded or accessibility-dependent users are often the first to lose service—undermining equity goals and widening digital divides.
  • Leadership Confidence Erodes
    At Trust Board and ICB level, vendor failures force organisations into reactive mode. Reassuring staff, patients, and partners requires rapid, secure messaging—often across multiple channels. If the platform has failed, the organisation cannot lead.

Trusted Delivery mitigates these risks by removing third-party dependencies, avoiding CRM-sprawl, and embedding every aspect of our platform within NHS security policy, compliance standards, and user expectations.

Case Snapshots: Three 2025 Breaches and Their Implications

Marks & Spencer (May 2025)

A ransomware breach was linked to helpdesk access via a third-party contractor. Internal systems remained operational, but internal communication was reportedly disrupted for several days, as alerts and rota messages were delayed.

Comms Impact: Loss of staff confidence, delayed return-to-work comms, reputational harm.

Workday / Salesforce Ecosystem (2025)

Attackers leveraged Salesforce OAuth tokens across multiple clients. Internal HR platforms, intranets, and messaging tools reliant on those tokens were silently accessed or disabled.

Comms Impact: Widespread authentication failure, lockout from systems, mass password resets.

Harrods (2025)

A breach through a third-party email marketing platform exposed customer and internal messaging data. Although “core systems” were unaffected, the loss of message integrity triggered ICO inquiries and staff engagement concerns.

Comms Impact: Regulatory risk, compromised internal/external comms, forced platform migration.

Five Consistent Weaknesses Seen in SaaS Breaches

Weakness Description Trusted Delivery's Approach
Helpdesk Reset Exploits
SaaS vendors grant support teams broad reset powers with minimal challenge protocols
Named support agents only. All changes require multi-step NHS-verified authorisation.
Over-Privileged Accounts
CRM, marketing and analytics tools often have excessive permissions across comms stacks
Trusted Delivery applies least-privilege defaults, audited quarterly, with scope-limited integrations only.+
Token Hijacking
OAuth and API tokens are rarely rotated or scoped, allowing long-term misuse if compromised
All integrations use time-limited, restricted-scope tokens, auto-revoked on inactivity.
Ecosystem Sprawl
Large SaaS systems rely on dozens of sub-processors and integrations
Trusted Delivery is a single-tenant platform: no third-party CRMs, no shadow integrations, no sprawl.
Fragmented Stack Visibility
When using multiple platforms, security teams struggle to monitor all endpoints
Unified audit logs, on-platform analytics, and SIEM export support for Trust cyber teams.

Trusted Delivery: Built for NHS Security and Continuity

Trusted Delivery was developed to address these exact vulnerabilities.

  • Controlled Support Workflow: Named support specialists only; no anonymous helpdesk resets. Every account action requires multi-step identity verification and is logged and auditable.
  • Least Privilege by Design: All user roles and integration points are permission-scoped. Accounts cannot exceed operational necessity.
  • Minimal Ecosystem Footprint: Trusted Delivery consolidates email, SMS, Teams/Viva, and QR delivery into one secure, ISO 27001-certified UK-hosted platform. There is no CRM dependency or overextended ecosystem.
  • Transparent Monitoring: All account activity is visible to client-side audit teams. Suspicious activity triggers alerts and pre-emptive controls.
  • Fewer Vendors, Fewer Risks: Trusted Delivery reduces reliance on fragmented tools and third-party plug-ins, shrinking the surface area exposed to breach.

Security as a Procurement Standard

We encourage NHS teams to use a security-led procurement approach. Our downloadable Risk Register Template supports transparent, evidence-based evaluations across three key areas:

  1. Security & Access Controls
  • Enforced SSO/SAML
  • MFA with passkeys (no SMS fallback)
  • Scoped OAuth permissions
  • Key rotation policies
  • UK data residency (ISO 27001 certified)
  1. Accessibility & Deliverability
  • NHSmail SPF/DKIM/DMARC alignment
  • WCAG-compliant email templates
  • Internal sender tagging to prevent “external” flags
  1. Resilience & Sustainability
  • Clear RTO/RPO
  • Regular backup and recovery testing
  • Environmental impact reporting (aligned to NHS Net Zero)
  • Termination clauses with data export guarantees

“NewZapp has transformed our internal communications. Before, we were constantly facing issues with delivery and engagement. Now, not only are our open rates up, but staff engagement with surveys and nominations has skyrocketed. The support team has been fantastic, always there when we need them, making sure everything runs smoothly.”
— Laura Favell, Communications Manager, Royal Papworth Hospital NHS Foundation Trust​

Protecting Communications Integrity

The breaches of 2025 demonstrate that a secure comms stack isn’t one shielded behind a firewall—it’s one designed with trusted suppliers, robust workflows, and clarity of governance.

Trusted Delivery’s architecture ensures that NHS organisations retain control over their messaging infrastructure, even when the broader landscape remains volatile.

With NHS-verified identity workflows, fewer integration points, and a laser focus on internal communications rather than marketing or CRM functionality, we help organisations communicate securely and consistently.

This is not just a platform decision. It’s a leadership one.

Closing Reflection: Why Trusted Communications Need Trusted Platforms

In 2025, third-party breaches are no longer an outlier—they are the predominant form of cyber risk. Platforms originally designed for e-commerce, CRM, or marketing automation continue to struggle when adapted for the scale, security and staff diversity of the NHS.

Trusted Delivery is different.

  • Not repurposed.
  • Not reliant on sprawling integrations.
  • Not maintained by unknown third parties.

We are the only internal communications platform purpose-built for the NHS. With UK-based hosting, ISO accreditation, NHSmail compatibility, and the lowest integration risk in the sector, we offer a platform that keeps communications effective—even when external systems fail.

Because in the NHS, when staff comms fail—people notice. Safety suffers. Trust is lost.

Choose a platform that delivers without compromise.

Choose Trusted Delivery.

NHS Communications as a Cultural Force in Times of Change

The Cut That Revealed the Problem

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More Than Messages: NHS Communications as a Cultural Force in Times of Change

On 1 April 2025, NHS England issued a letter that did more than initiate another phase of reform. It revealed a fundamental misunderstanding.

Penned by Chief Executive Sir James Mackey and sent to NHS trust leaders and Integrated Care Boards (ICBs), “Working together in 2025/26 to lay the foundations for reform” called for a 50% reduction in ICB running costs. The instruction was clear: administrative functions seen as “duplicative” should be scaled back. Among them, Communications and engagement.

The framing was stark. Comms, alongside other back-office roles, was grouped as overhead—non-essential, easily trimmed. For many, it read like a cost line. But for those within the system, it sounded like something else: a warning that we’re still underestimating what it takes to lead change in a complex, people-led service.

If we cut comms now, what exactly are we cutting? This blog argues it’s not messaging—it’s the very infrastructure of culture, trust and change leadership.

The Hidden Damage of a Single Line

It’s easy to read the letter’s message as purely financial. In fact, the pressures are undeniable: integration of NHS England into DHSC, severe funding constraints, and calls for greater simplicity.

But the letter included a stark message: communications and engagement functions were identified among several areas “where there was duplication”—with a clear instruction to review them for efficiency alongside assurance and performance functions. For many communication professionals, that signalled their work was seen as peripheral rather than fundamental to culture, trust and transformation (Healthcare Leader, 2025).

This phrasing—deliberately non-specific—nonetheless triggered sector-wide concern. Communications teams were left questioning their future, and the value placed on their role during one of the most significant periods of system reform in NHS history.

And that’s the heart of the issue. By labelling comms among potential duplications, the letter exposes a deeper problem: communications is still seen as a bolt-on. A service. A megaphone. Something to use once decisions have been made, rather than a function that makes decisions more effective, implementable and legitimate.

And that matters—because NHS communications professionals are doing far more than shaping narratives. They’re shaping culture.

Culture Is the Work—Especially Now

A System Without Story Has No Centre

We sometimes forget: communications is not just what is said—it’s what people believe. In a system as vast as the NHS, belief is the binding agent. Without it, reform becomes fragile.

If communications capacity is cut just as we ask ICBs to reform pathways, shift funding models, and engage communities more deeply—what story are we telling? And who’s left to tell it?

The April 2025 letter, in its call for cost reduction, ignored this essential truth: reform without trust collapses. And trust is built, held and recovered through communications.

Comms as Crisis Infrastructure

Let’s not forget where we’ve just come from.

During the COVID-19 pandemic, communications teams were not writing press releases—they were leading public health messaging, debunking misinformation, managing incident protocols, and supporting the emotional wellbeing of frontline staff.

They set up digital forums, translated complex science into everyday understanding, and worked round the clock to hold the line of public confidence. Internal communications helped shift behaviours overnight—mask protocols, redeployment, vaccination uptake.

NHS communications teams are embedded as part of formal emergency response, not optional extras. This is mandated by national guidance such as the NHS England Emergency Preparedness, Resilience and Response (EPRR) Framework, which states:

“Effective communication with staff and the public about an incident will minimise its wider impacts and increase the confidence in the NHS response… Any incident is likely to generate significant media interest… this coverage needs to be managed as effectively as possible as speculation can quickly become presented as fact and mislead key audiences.”

NHS England (2015). Emergency Preparedness, Resilience and Response Framework.
London: NHS England.
Available at: https://www.england.nhs.uk/wp-content/uploads/2015/11/eprr-framework.pdf

Local NHS organisations routinely operationalise this guidance. For instance, East of England regional EPRR planning specifies that communication plans, including social media and media engagement, must be tested alongside incident exercises—ensuring that crisis comms forms a core arm of response. NHS England

These plans aren’t theoretical—they’re actioned in real events. For example, during the global EMIS IT outage in July 2024, NHS England’s comms team issued a coordinated holding statement reminding primary care systems to switch to contingency paper systems and assuring patients their care wouldn’t be disrupted. This rapid, multichannel update brought clarity, reduced inbound calls, and helped maintain public confidence. 

Why this matters

This demonstrates that comms teams:

  • Formally activate as part of incident Gold command structures

  • Lead multichannel messaging to staff, patients, media and the public

  • Prevent misinformation and maintain trust during emergencies

  • Are operationally critical, not just media managers

Removing or reducing communications capacity isn’t saving money—it’s eroding emergency resilience. This isn’t PR. It’s infrastructure.

The Strategic Misreading of Comms

So how did we end up here?

Too often, communications in the NHS is misunderstood as a tactical afterthought, rather than a strategic influence. It’s seen as reactive—writing press releases and issuing updates—rather than shaping policy, culture, and behaviour. But emerging evidence makes it clear: comms is much more.

Communications as a Core Organisational Function

A 2024 NHS Confederation report emphasises that “strategic and effective communications is at the heart of high performing organisations in the NHS,” enabling engagement with patients, staff, and communities, and crucially supporting service delivery and resource utilisation.

NHS communicators are the translators and integrators, bridging boardroom decisions and on-the-ground delivery.

Caroline Latta, a member of the CIPR Health Group and co‑founder of Stand Consultancy, wrote in Communicate Magazine (6 June 2025):

“Comms in the NHS isn’t a nice‑to‑have. It’s not about glossy leaflets or reactive media lines: it’s about making the NHS system work… They reduce risk. Build trust. Drive behaviour change.” (communicatemagazine.com)

Communications as a Behavioural Lever

The Government Communication Service’s (GCS) Strategic Communications: a Behavioural Approach guide positions communications as one of five policy levers—alongside legislation, regulation, taxation, and spending. Alex Aiken, then-Executive Director of the GCS, states:

“Communications is one of the vital levers government uses to realise its objectives … the success of that policy inevitably involves people starting, stopping or changing behaviours.”

NHS communications increasingly adopts behavioural tools—using COM-B and EAST frameworks to design campaigns with measurable outcomes.

Strategic Communications Functions Defined

A GCS “MCOM Function Guide” (2021) clarifies that strategic communication teams aren’t just producers—they are architects. They:

  • Diagnose policy problems and audience barriers
  • Shape strategy with insight-driven objectives
  • Coordinate delivery across platforms
  • Measure impact, ensuring communications achieves real-world results

This methodology is reflected in modern NHS trusts that embed comms leads into programme teams, not just in Press Releases.

Evidence from Research & Improvement Spread

The Health Foundation’s report Spreading Improvement Ideas (2018) analysed 477 empirical research studies focused on improvement initiatives across healthcare systems. It concluded that effective communication is consistently identified as a critical enabler of successful spread. Key success factors included early stakeholder engagement, contextual sensitivity, and sustained, coherent messaging throughout the improvement process. These findings reinforce the strategic importance of communications in delivering and embedding change across complex systems.

The Cost of Underestimating Comms

When communications is sidelined or underfunded, strategies and reforms risk failing at the moment of implementation. Without comms:

  • Staff feel unheard, leading to disengagement
  • Public trust erodes, especially during crises
  • Behavioural objectives (like screening uptake or symptom awareness) suffer

As NHS Providers’ Caroline Latta warns: reducing communications capacity “risks undermining the very changes the system is trying to deliver.”

Communications in the NHS is not noise—it’s navigation.

A System Ready for Reform Needs Comms More Than Ever

When NHS England called for sweeping cost reductions—including in communications—it ignored a vital truth: transforming the NHS in 2025 requires trust, culture, and engagement more than ever.

Voices emphasise culture’s centrality

In their BMJ Opinion piece “Culture should be a strategic priority amid the changing landscape of the healthcare system” (8 May 2025), Isabelle Brown and Laura Turner of NHS Providers wrote:

“The NHS workforce… is under considerable operational pressure … In addition, seismic shifts are on the horizon … The level of change the NHS is facing … makes culture a strategic priority. To achieve the ambition behind these changes, we need an engaged, motivated workforce and a supportive, enabling environment.” 

Similarly, a recent BMJ editorial warned:

“If we are to drive change and deliver a truly reformed health system, focusing on people and culture is non-negotiable.”

These statements are not abstract—it’s a call to action. Cuts to comms risk eroding precisely the foundations needed for reform to succeed.

Culture is oxygen for transformation

Drawing on the Berwick Review and NHS England’s Culture & Leadership Programme:

“Culture is the norms, rituals, expected behaviours and unwritten rules … Culture is vital because it shapes our behaviour and values at work.”

More so, data shows that a 0.12 increase in staff engagement correlates with a 0.9% reduction in agency spend—worth around £1.7 million per trust. Communications lies at the heart of that outcome.

Reform without trust collapses—and trust is built by comms

Peter Drucker famously said, “culture eats strategy for breakfast.” There’s a reason: without the belief and energy that comms generates, no change will stick.

One NHS Providers blog on integration warns:

“Left to its own devices, culture can become … a master saboteur, evaporating even the best-laid plans into thin air.”

It’s communications that gives shape, voice and credibility to culture—especially in times of structural change.

Comms as a lever for behaviour change

The Government Communication Service’s latest thinking reminds us:

“Communications is one of the vital levers [that government uses] to realise its objectives … success … involves people starting, stopping or changing behaviours.”

This is precisely why modern communications is not noise—it is a strategy to influence audience beliefs and actions.

Why this matters right now

  • The abolition of NHS England, ICS reforms, Penny Dash safety recommendations and the 10-Year Health Plan—all require united commitment and shared purpose.
  • Staffing shortages, operational pressures and rivalry for resources mean engagement and clarity are non-negotiable.
  • Communications is the bridge between strategy and lived experience—the place where policies become personal, pathways become known, and change becomes real.

In short

A system primed for reform is a system that holds on to its capacity to communicate. Without comms, culture goes quiet, change loses its meaning, and the strategy loses its centre.

Communications isn’t expendable. It is essential—especially now.

“NewZapp has transformed our internal communications. Before, we were constantly facing issues with delivery and engagement. Now, not only are our open rates up, but staff engagement with surveys and nominations has skyrocketed. The support team has been fantastic, always there when we need them, making sure everything runs smoothly.”
— Laura Favell, Communications Manager, Royal Papworth Hospital NHS Foundation Trust​

Final Word

The April 2025 letter may have been about savings. But its real impact was cultural. It reminded us just how easily communications is misunderstood—and how essential it actually is.

Because the truth is this: the NHS doesn’t just run on policies, pathways and protocols. It runs on belief. And belief is built through communication.

Cut that, and we cut the thread that holds it all together.

FAQs

Why is NHS communications considered a strategic function in 2025?

NHS communications has evolved beyond media relations. In 2025, it plays a central role in culture change, staff engagement, behaviour influence, and public trust. Strategic communications is embedded in transformation programmes, making it essential to safe, effective reform.

What did the April 2025 NHS England letter say about communications teams?

The letter stated that “administrative functions, including communications and engagement, should be reviewed for duplication and efficiency opportunities.” This led to concern across the sector that communications was being undervalued during a critical reform period.

How do NHS comms teams contribute to behaviour change?

NHS comms professionals apply behavioural insights (e.g. COM-B, EAST frameworks) to campaigns—driving outcomes like vaccine uptake, digital adoption, or reduced emergency department use. These approaches align with Government Communication Service (GCS) behavioural science guidance.

What is the risk of reducing communications capacity in the NHS?

Cutting comms capacity can erode staff morale, weaken public trust, and increase risk during change programmes. Communications is key to aligning staff, responding to crises, and embedding cultural values—removing it can undermine transformation efforts.

How can NHS leaders protect and elevate the comms function?
Leaders can embed comms early in strategic planning, align it with people and OD functions, invest in behavioural training, and use impact case studies to demonstrate value. This ensures communications is seen as a lever for delivery, not a cost line.

References

Berwick, D. (2013). A Promise to Learn – a Commitment to Act: Improving the Safety of Patients in England. London: Department of Health.

BMJ. (2024). Focus on culture not structure during NHS reform. BMJ, 389, r928. https://www.bmj.com/content/389/bmj.r928

Brown, I. & Turner, L. (2024). Culture more important than ever at a time of transformation. NHS Providers. https://nhsproviders.org/resources/culture-more-important-than-ever-at-a-time-of-transformation

Department of Health and Social Care. (2025). Working together in 2025/26 to lay the foundations for reform. NHS England letter. https://www.england.nhs.uk/publication/working-together-in-2025-26-to-lay-the-foundations-for-reform

Government Communication Service. (2022). Strategic Communications: A Behavioural Approach. London: Cabinet Office. https://gcs.civilservice.gov.uk/publications/strategic-communications-a-behavioural-approach/

Government Communication Service. (2021). MCOM Function Guide. https://gcs.civilservice.gov.uk/publications/strategic-communication-mcom-function-guide/

NHS Confederation. (2024). The State of NHS Communications. https://www.nhsconfed.org/publications/state-nhs-communications

NHS England. (2021). Culture and Leadership Programme: Overview and Evidence Base. https://www.england.nhs.uk/culture/culture-leadership-programme/

NHS Providers. (2025). Why cuts to NHS communications teams are a strategic mistake. Communicate Magazine. https://www.communicatemagazine.com/features/2025/why-cuts-to-nhs-communications-teams-are-a-strategic-mistake

Peter Drucker Institute. (2007). What Makes an Organisation Effective? https://www.drucker.institute/resources/

Public Health England. (2018). Behaviour Change: Guide for Local Government. London: PHE.

The Health Foundation. (2018). Transformational change in NHS providers. London: The Health Foundation. https://www.health.org.uk/publications/transformational-change-in-nhs-providers

From Frustration to Efficiency: Replacing Legacy Systems for Better Performance and Reliability

From Frustration to Efficiency: Replacing Legacy Systems for Better Performance and Reliability

newsletter automation

Royal Papworth Hospital NHS Foundation Trust, a leading heart and lung hospital in the UK, was facing significant challenges with its internal communication system. The Trust needed to modernise its approach, as persistent issues with its legacy communications platform,  were affecting staff engagement and timely communication. By partnering with NewZapp, the hospital was able to transform its communication strategy, resulting in increased engagement, improved efficiency, and reliable service delivery.

The Challenge: Overcoming Legacy System Failures

Before the transition to NewZapp, Royal Papworth relied on the legacy platform for internal communication. However, the system was found to be unreliable, frequently experiencing outages, and offered minimal technical support. These failures disrupted the Trust’s ability to send critical updates and engage staff effectively. Laura Favell, Communications Officer at Royal Papworth, noted:

“For healthcare organisations, effective and timely communication is non-negotiable.”

The communications team was frustrated by several challenges:

  • Frequent downtimes: System outages led to delays in sending important updates.
  • User interface limitations: The system’s complexity reduced engagement and made day-to-day use inefficient.
  • Poor support response: Technical support was slow, leading to prolonged disruptions.

The Solution: Transitioning to NewZapp for a Seamless, Reliable Platform

Recognising the need for a robust and responsive communication platform, Royal Papworth selected NewZapp after thorough research. The NewZapp platform stood out due to its ease of use, superior support, and strong integration capabilities. The transition process was well-managed, involving close collaboration between the Trust’s IT department and NewZapp’s team.

NewZapp worked seamlessly with our IT team to ensure a smooth transition, making the entire process stress-free.

Laura Favell, Communications and Membership Engagement Co-ordinator, Royal Papworth Hospital NHS Foundation Trust

dedicated-internal-communications-nhs

Implementation: A Phased, Tailored Approach

The implementation of NewZapp was conducted through a carefully structured, phased approach, ensuring minimal disruption to the Trust’s communications:

  1. Strategic Planning: Royal Papworth defined its communication priorities and tailored the NewZapp implementation accordingly.
  2. Training and Onboarding: NewZapp provided tailored training to ensure all staff could use the system confidently, overcoming any resistance to change.
  3. Data Migration: Historical data from legacy platform was successfully migrated, ensuring continuity and safeguarding previous communication records.
  4. Launch and Continuous Feedback: NewZapp was launched smoothly, with feedback collected to further refine processes.

One of the standout features was NewZapp’s automation capabilities, which significantly improved staff engagement. For example, the hospital utilised NewZapp’s survey function for its annual Staff Award nominations, receiving 730 nominations—a 46% increase compared to the previous system.

Ongoing Partnership: A Platform That Grows with the Trust

NewZapp has not only addressed Royal Papworth’s immediate communication needs but continues to evolve alongside the Trust. As NewZapp regularly releases new features and enhancements, Royal Papworth remains confident that its communication strategy will keep pace with the hospital’s growing demands.

Laura summed up the ongoing benefits:

“The continuous development of NewZapp’s platform ensures we stay ahead. We now have a system that works for us and can grow with our future needs.”

Conclusion

Royal Papworth Hospital’s transition to NewZapp has been a resounding success. The new platform has improved communication reliability, enhanced staff engagement, and introduced time-saving automation features. Most importantly, NewZapp has given the hospital a flexible solution that adapts to future challenges, ensuring that the Trust continues to meet its communication needs efficiently.

Beyond Compliance: Embracing Sustainability as Core to NHS Culture and Values

Beyond Compliance: Embracing Sustainability as Core to NHS Culture and Values

As the NHS advances its mission of public health in the UK, sustainability has emerged as a critical component in delivering quality care. Beyond a regulatory compliance mindset, sustainability must be integrated as a core organisational value, influencing decisions, operations, and communications across all levels of the NHS. This shift not only reduces the environmental impact but also aligns with the NHS’s ethical duty to enhance community wellbeing. Embedding sustainability into NHS culture will strengthen public trust and model responsible environmental practices for other health systems.

1. The Case for a Cultural Shift in NHS Sustainability

Sustainability’s significance within healthcare extends beyond regulatory requirements to an ethical commitment, as noted by experts in climate psychology and organisational behaviour. Rebecca Nestor, a member of the Climate Psychology Alliance, addresses the NHS’s role in “facing difficult truths” about the environmental crisis and the potential harm of ignoring it on public health. According to Nestor, the NHS must confront the psychological barriers that prevent decisive climate action, acknowledging the link between environmental health and human health outcomes.

This ethical imperative places the NHS in a unique position to foster both health and environmental stewardship, promoting a cultural shift that aligns environmental sustainability with the NHS’s central mission of safeguarding public health.

As an industry leader, the NHS holds substantial influence and responsibility in setting the standard for sustainability in healthcare. A sustainable NHS offers cleaner air, reduced pollution, and health benefits for current and future patients. By embedding sustainability into NHS policies, clinical practices, and everyday decisions, the organisation strengthens its role as a trusted public health guardian. For instance, the NHS Evergreen Programme exemplifies this integration by supporting energy efficiency, waste reduction, and resource management across Trusts, positioning the NHS as a beacon for environmental accountability.

2. Aligning Sustainability with NHS Core Values

The NHS’s commitment to “first do no harm” reaches beyond patient care to the environmental impact of healthcare services. The energy and resources used in healthcare have a direct impact on the environment and, by extension, patient health. This connection reflects the NHS’s foundational mission and underscores the importance of sustainability as an intrinsic value. From reducing carbon emissions to implementing eco-friendly waste disposal, the NHS can address the growing health risks associated with pollution and climate change, from respiratory diseases to mental health conditions.

Aligning sustainability with core NHS values also resonates with staff, who increasingly view environmental responsibility as an essential part of their roles. The Climate Psychology Alliance advocates fostering a culture of care within organisations, especially in the NHS, to empower employees to act sustainably as part of their commitment to patient welfare. As Rebecca Nestor notes, many healthcare workers may face psychological barriers to engaging with sustainability, from anxiety about climate change to perceived limitations in influencing outcomes. By framing sustainability as essential to patient care, the NHS can promote a positive, psychologically supportive workplace that values environmental care.

Furthermore, cultural care initiatives, such as the Climate Outreach programme, provide NHS staff with tools to adopt sustainability practices in ways that are emotionally resonant. These initiatives encourage open dialogue, making sustainability an approachable and actionable value across NHS departments, thus reducing potential resistance and fostering long-term commitment.

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3. Communicating Sustainability Internally: Strategies and Tactics

Creating Buy-In Among NHS Staff

Effective internal communication is essential to ensuring staff engagement with sustainability goals. NHS leaders can foster a sense of ownership by actively involving staff in decision-making processes related to environmental goals. As seen in the Leeds Climate Commission’s work, clear, consistent communication that aligns sustainability with the NHS’s broader mission helps staff understand and commit to sustainability practices. Integrating sustainability into employee training, performance evaluations, and day-to-day activities builds a foundation of environmental awareness and action.

Involving NHS staff in sustainability discussions and highlighting the relevance of their actions can significantly enhance engagement and buy-in. NHS leaders must clearly communicate that sustainability is not just a policy goal but a shared organisational value that supports staff wellbeing and patient health (Leeds Climate Commission, 2022). 

Practical Communication Tactics

As climate psychology expert Rebecca Nestor highlights, barriers such as “lecture mode” communication—where leaders focus on delivering facts without engagement—can hinder staff buy-in. Instead, NHS leaders should focus on inclusive communication strategies that facilitate dialogue and acknowledge the psychological aspects of adopting new, often challenging practices.

In practice, NHS leaders should prioritise transparency, honesty, and relatability in their messaging. For example, sharing personal stories or case studies from other NHS teams can make the impact of sustainable practices more tangible and emotionally resonant. Nestor’s guidance suggests that leaders focus on creating conversations, rather than one-way communication, to address fears, misunderstandings, and concerns about sustainability initiatives.

4. Engaging External Stakeholders and the Community

Transparency and Accountability

In addition to internal communication, building trust with the public and other external stakeholders is essential for sustainable NHS initiatives. NHS Trusts must embrace transparency in sustainability reporting, showcasing both progress and challenges. Regular updates through publicly accessible reports or digital platforms allow the community to understand and engage with NHS sustainability goals.

The Nordic sustainability model highlights the importance of transparency for accountability. In the Nordic region, detailed public reports on sustainability efforts provide a clear picture of both achievements and areas for improvement, enhancing credibility and public trust. A similar approach can help the NHS reinforce its reputation as a responsible, forward-thinking healthcare provider, committed to addressing the environmental determinants of health.

Education and Empowerment

Community-focused educational campaigns, like the Leeds Acts Together initiative, exemplify how the NHS can make sustainability relevant to external stakeholders. Through these campaigns, the NHS can empower patients and the public to take part in sustainable practices, extending the impact of its environmental goals. By framing these initiatives as part of a broader effort to improve public health, the NHS can create alignment with patients and communities who may not initially prioritise environmental issues but do care about health outcomes.

Climate Outreach’s work in community-based messaging further supports this approach by suggesting that health-related narratives resonate more with diverse audiences than purely environmental messages. Thus, NHS sustainability campaigns should focus on framing sustainability in ways that highlight the tangible health benefits, fostering a sense of shared responsibility and impact.

Developing a Sustainable NHS Brand

A strong, sustainability-focused NHS brand enhances the organisation’s role as a global leader in health and environmental stewardship. Through visible actions, such as promoting green practices across NHS properties, reducing single-use plastics, and supporting renewable energy sources, the NHS can model sustainable behaviour for healthcare systems worldwide. The  NHS Evergreen Initiative serves as an example of how NHS Trusts can lead by example and create a brand identity centred on environmental responsibility.

 5. Case Studies: Real-World Examples of NHS Sustainability in Action

Leeds Climate Commission: Regional Collaboration for Environmental Impact

The Leeds Climate Commission has collaborated with the NHS to create innovative regional sustainability solutions. Through community engagement and public involvement initiatives, such as the Leeds Citizens Jury on Climate, the Commission has implemented projects that align NHS practices with regional environmental goals. These include promoting low-carbon transportation, enhancing green spaces, and reducing local pollution levels. This collaborative model highlights the potential for NHS organisations across the UK to work with local authorities and community groups to tackle shared environmental challenges.

International Comparisons: Denmark’s Holistic Sustainability Approach

Denmark’s healthcare system offers a comprehensive example of integrating sustainability into all levels of care, from infrastructure to patient services. Danish hospitals use renewable energy, reduce waste, and implement strict environmental guidelines in daily operations. This holistic model has achieved measurable results, including lower emissions and healthier hospital environments, showcasing a path that the NHS can emulate. By following a similar model, the NHS could enhance its environmental impact while benefiting patient health and operational efficiency (Stanford Conference on Sustainability, 2022).

 6. A Roadmap for Embedding Sustainability in NHS Culture

Setting Clear, Actionable Goals

A strategic approach to goal-setting is essential for embedding sustainability into NHS culture. For example, Climate Outreach’s audience-segmented model, which aligns messaging with specific value systems, provides a framework for NHS leaders to set specific, culturally resonant sustainability goals. By defining clear, actionable targets, NHS organisations can ensure that staff and stakeholders understand and commit to environmental objectives.

Regular Reporting and Feedback Mechanisms

A culture of continuous improvement is vital for long-term sustainability success. The NHS can implement regular feedback mechanisms, such as employee surveys, community forums, and public reports, to assess progress and refine strategies. This approach mirrors the Nordic sustainability model, where consistent reporting fosters transparency, accountability, and alignment with broader health and environmental goals.

Celebrating Milestones and Successes

Recognition is a powerful motivator in fostering a positive organisational culture. By celebrating progress—both small wins and major milestones—the NHS can reinforce its commitment to sustainability and inspire ongoing engagement among staff and the public. The NHS Evergreen Programme offers an effective example of this approach, with regular updates and public recognition of each Trust’s sustainability achievements, strengthening the NHS’s identity as a sustainable organisation.

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 7. Conclusion: Sustaining the Future of Healthcare and the Planet

Integrating sustainability into the NHS culture transcends regulatory compliance; it is a commitment to protecting public health, supporting environmental integrity, and fostering a sustainable future. By embedding sustainability in its operational and cultural frameworks, the NHS sets a powerful example, not only for the healthcare industry but for all sectors. In doing so, the NHS safeguards not just today’s health but the wellbeing of future generations, acting as a responsible steward of the UK’s environmental and public health resources.

NewZapp’s Commitment to a Greener Future

At NewZapp, we understand the importance of aligning with the NHS’s sustainability goals. In 2021, we made a significant step toward reducing our environmental impact by purchasing 35 acres of land in Devon to restore biodiversity and enhance local ecosystems. Our commitment goes beyond simply reducing our carbon footprint—we aim to create a long-lasting positive environmental legacy.

NewZapp is proud to support the Evergreen Programme as part of our journey towards sustainability. By actively participating in the programme, we ensure that our products and services align with the NHS’s mission for a greener future.

Adam Baldock-Apps

Adam Baldock-Apps

Growth Marketing Manager

Passionate Marketing and Growth leader. Driving Digital Innovation and Brand Growth, expert in Tech and SaaS Marketing.

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Blog

Embracing a Multigenerational Workforce in the NHS

This article explores strategies for optimising intergenerational communication and fostering an inclusive culture within the NHS, emphasising the role of technology, personalised engagement, and continuous learning.

August 2, 2024

Driving Communication in NHS Research and Innovation: A Blueprint for Communications Leaders

Driving Communication in NHS Research and Innovation: A Blueprint for Communications Leaders

Driving communication in NHS research and innovation - a blueprint for communications leaders

In an NHS landscape increasingly reliant on research and innovation to meet evolving healthcare challenges, communication plays a fundamental role in achieving success. Communications teams within research and innovation trusts, hold the reins of shaping how information is disseminated, how transparency is maintained, and how trust is cultivated. In a sector as multifaceted as healthcare, where collaborations span across clinical, academic, and public-private partnerships, the role of strategic communication  in NHS Research is paramount.

This post delves into the integral relationship between communication, collaboration, transparency, and trust—essential components that support innovation within the NHS. Through real-world examples, we will explore how strategic communication amplifies the impact of innovation and research projects, positioning them for sustainable success.

1. Communication as a Catalyst for Collaboration

Collaboration between stakeholders is essential for advancing research and innovation in the NHS. A seamless exchange of information ensures that multiple parties, from healthcare providers and patients to external partners in academia and industry, are working toward a common goal.

Communications in NHS Research & Innovation goes beyond sending emails or organising meetings. It involves creating systems where knowledge is shared effectively, and decision-making is democratised. For NHS leaders, fostering an open environment where healthcare professionals, patients, and external bodies engage freely is a prerequisite for innovation.

 

Academic Health Science Networks (AHSNs) and Atrial Fibrillation Diagnostic Tools

A compelling example of how communication drives collaboration can be seen in the implementation of atrial fibrillation (AF) diagnostic tools, coordinated by the North West Coast Innovation Agency (AHSN). AHSNs were designed to bridge the gap between healthcare, academia, and industry by improving clinical outcomes and facilitating the spread of innovative solutions. In the AF diagnostic tool rollout, various community-based organisations, including the fire service, were mobilised to help conduct tests using handheld ECG devices.

The success of this initiative depended heavily on clear communication between these diverse stakeholders. Hospitals, primary care providers, and community workers all shared a transparent vision and had access to performance benchmarks. Without effective communication channels, this cross-sector collaboration, which potentially saved hundreds of lives through early detection, would have been less impactful.

 

Key Takeaways for Communications Leaders:

  • Establish omnichannel communication strategies that cater to different stakeholder preferences (emails, face-to-face meetings, digital platforms).
  • Use clear, unified messaging to promote shared goals and align stakeholders’ efforts across sectors.
  • Implement feedback loops to assess the effectiveness of communication efforts, ensuring stakeholders remain informed and engaged at all stages.

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2. Fostering Transparency to Build Alignment and Confidence

Transparency in communication is not just a regulatory or ethical requirement in healthcare innovation; it is a powerful tool that helps align stakeholders and build a common understanding of project objectives, outcomes, and limitations.

Transparent communication ensures that information flows freely between all involved parties, from clinicians and researchers to patients and the public. This is critical in promoting a culture of openness where stakeholders feel confident in the processes and decisions being made.

Fibroscanning for Liver Disease

The implementation of fibroscanning at Nottingham University Hospitals provides a great example of how transparent communication can foster alignment between stakeholders. In this initiative, a fibroscan device was introduced to general practices to diagnose liver disease early. This innovation aimed to address the growing burden of liver disease, which often remains undetected until it reaches advanced stages.

The communication strategy behind this innovation was marked by its transparency. The project’s outcomes, such as improvements in early diagnosis and cost-effectiveness, were consistently communicated to stakeholders through channels like published reports in the *British Medical Journal*. These transparent updates played a crucial role in gaining the support of Clinical Commissioning Groups (CCGs), enabling broader adoption of the innovation across Nottinghamshire.

Key Takeaways for Communications Leaders:

  • Utilise regular updates and performance metrics to keep stakeholders informed about progress and outcomes.
  • Create open-access platforms where stakeholders can access reports, updates, and evidence to review project developments.
  • Engage in active listening to ensure that stakeholder concerns or questions are addressed promptly, fostering trust through honest and open communication.

3. Trust: The Cornerstone of Successful Innovation Adoption

Trust is the bedrock upon which all successful collaboration and transparency efforts are built. In healthcare, particularly within NHS research and innovation, trust is critical in ensuring that stakeholders—from clinicians and researchers to patients—are confident in the processes and willing to engage with new innovations.

Building trust requires consistent, honest, and clear communication that demonstrates an understanding of stakeholder concerns, provides reassurances where needed, and highlights the tangible benefits of the proposed innovations.

Case Study: ESCAPE-Pain Programme

The ESCAPE-pain programme, which focused on improving outcomes for patients with hip and knee arthritis, exemplifies how trust built through effective communication can lead to widespread adoption of innovation. The program was initially met with skepticism, particularly from patients, who were wary of non-surgical pain management approaches. However, by engaging patients directly through clear, accessible educational materials, the project leaders were able to foster trust.

Consistent communication about the benefits of the program, coupled with the program’s ability to demonstrate real patient outcomes, helped gain the trust of patients and clinicians alike. As a result, ESCAPE-pain expanded from 31 to over 60 sites, offering improved pain management options to a broader patient population.

 

Key Takeaways for Communications Leaders:

  • Develop patient-centered communication strategies that speak directly to patient concerns, using relatable language and clear explanations.
  • Highlight real-world success stories and evidence-based outcomes to build trust with both patients and clinical partners.
  • Foster a culture of open dialogue where stakeholder input is valued and integrated into ongoing communication strategies.

4. Harnessing Digital Tools to Enhance Communications in NHS Research and Innovation

In an increasingly digital world, leveraging the right tools is critical for facilitating effective communication. The NHS has made significant strides in adopting digital platforms to enhance the flow of information, ensuring that key messages reach the right audiences efficiently and consistently.

Digital tools can range from simple email newsletters to sophisticated project management platforms that facilitate real-time updates and collaboration. For NHS communications leaders, the challenge lies in selecting the right tools that fit the organisation’s needs while also promoting engagement and interaction among stakeholders.

Digital Platforms and Case Examples

Many NHS Trusts are now using integrated platforms to communicate research findings, share innovation outcomes, and engage stakeholders. For example, the use of Microsoft Teams or Viva Exchange for internal communication ensures that all team members are kept up-to-date on project progress, while functions like NewZapp Surveys can be used to gather feedback from internal or external stakeholders.

Key Takeaways for Communications Leaders:

  • Identify digital tools that meet the specific needs of your communication strategy, whether for internal collaboration or external stakeholder engagement.
  • Ensure that digital communication platforms are user-friendly and accessible to all stakeholders.
  • Promote training and development initiatives to ensure that all stakeholders are comfortable using the selected tools.
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5. Communication and Change Management in the NHS

Communication plays an equally critical role in managing change, especially when introducing new technologies or research-driven initiatives. Resistance to change is natural, but through strategic communication, NHS leaders can help ease transitions and promote acceptance of new practices.

Change management communication must be thoughtful, strategic, and inclusive. By addressing the concerns of stakeholders and providing clear pathways for adopting change, communications leaders can significantly improve the likelihood of success.

Digital Transformation and Resistance to Innovation

Digital transformation in the NHS has not always been smooth, particularly with the adoption of new IT systems or medical technologies. For instance, the introduction of the e-referral service initially faced significant resistance from clinicians. Communication strategies that addressed concerns head-on, through demonstrations of the system’s value and assurances of continued support, helped ease this transition.

Key Takeaways for Communications Leaders:

  • Develop targeted messaging that acknowledges and addresses the concerns of specific stakeholder groups.
  • Utilise pilot projects to demonstrate the value of new technologies before wider implementation.
  • Create continuous feedback loops to refine communication strategies in real-time and ensure ongoing stakeholder engagement.

Conclusion: The Strategic Role of Communications in NHS  Research & Innovation

For heads of communications in NHS research and innovation trusts, the role is pivotal in ensuring the success of cutting-edge projects. By fostering collaboration, promoting transparency, building trust, and embracing digital tools, you can amplify the impact of NHS innovations.

Effective communication is not merely a supporting function; it is the driving force behind the adoption and spread of innovation in the NHS. Whether it’s coordinating between stakeholders in a new clinical trial, promoting patient engagement in a public health initiative, or managing the complexities of a new digital tool rollout, communication underpins the NHS’s ability to innovate and improve healthcare outcomes.

As a leader of communications in NHS research, your influence on the innovation process is profound. With the right strategies in place, you can help the NHS continue to lead the way in healthcare innovation, ensuring that every project delivers its full potential.

Adam Baldock-Apps

Adam Baldock-Apps

Growth Marketing Manager

Passionate Marketing and Growth leader. Driving Digital Innovation and Brand Growth, expert in Tech and SaaS Marketing.

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Bridgewater Community Healthcare NHS Foundation Trust

How Newsletter Automation Can Transform Your Email Campaigns

newsletter automation

Bridgewater Community Healthcare NHS Foundation Trust provides a range of community health services in the North West of England, playing a pivotal role in delivering care closer to home. In line with the NHS Long Term Plan, the Trust works to shift more healthcare out of hospitals and into community settings, supporting patients to live independently for as long as possible.

This is especially crucial in managing the UK’s changing health needs over the coming decade. With services that span from health promotion to end-of-life care, Bridgewater’s teams, consisting of nurses, therapists, and social care professionals, work across diverse settings such as patients’ homes, care facilities, clinics, and schools.

Faced with time-consuming, inefficient internal communication workflows, they sought a more streamlined solution to engage staff across multiple platforms.

Client Bridgewater Community Healthcare NHS Foundation Trust

Industry: Healthcare

Employees: 1,700+

Services Provided: Community and specialist health services across several regions, including a Community Dental Network covering multiple areas.

The Challenge

With over 1,700 staff across multiple locations, Bridgewater faced a complex internal communication landscape, compounded by the geographically dispersed nature of their workforce. Keeping employees informed and engaged was a significant challenge and the Trust needed a more efficient and streamlined solution for their internal communications.

Before partnering with NewZapp TrustedDelivery, Bridgewater faced several pain points with their internal communication processes relying on multiple platforms, including Outlook and an outdated intranet, to distribute their staff newsletters. Sending newsletters and updates to staff across multiple locations was inefficient and time-consuming. The team had been using Microsoft Outlook to send out all-staff emails, which involved manually copying content from their intranet into emails and then formatting them multiple times for different platforms, such as PDFs for their staff app.

As a result, the communications team faced several challenges:

Key Challenges:

  • Time-Consuming Process: Each weekly newsletter took hours to compile, manually updating content across platforms. Monday mornings were particularly challenging for the communications team, who had to manually copy, format, and distribute communications, often spending hours on repetitive tasks.
  • Inefficient Workflows: Managing communication across multiple systems—Outlook, intranet, and staff apps—resulted in duplication of effort and inefficiencies.
  • Lack of Automation: Bridgewater had no way to schedule emails in advance or automate recurring tasks, leading to a stressful Monday morning rush
  • Engagement Gaps: The existing system did not provide insights into staff engagement It was difficult to track who was opening the emails and engaging with the content, limiting the ability to improve future communications.

The Trust needed a centralised, efficient, and automated solution simplify the distribution process while providing analytics to improve future communications and one they could trust would delivery important emails to all their NHS staff.

The Solution

TrustedDelivery provided a comprehensive solution that transformed Bridgewater’s communication workflows. The platform allowed them to build and distribute newsletters, track engagement, and streamline their internal processes—all in one place.

Key features of the TrustedDelivery solution include:

  • Centralised Communication: All newsletters are now created, scheduled, and distributed from a single platform. The process that used to take hours every Monday morning was reduced to just under two hours, freeing up valuable time for the communications team.
  • Integrated Newsletter Creation: With TrustedDelivery, Bridgewater could build newsletters directly within the platform, reducing the need for multiple formats and platforms.
  • Automated Scheduling: The ability to schedule emails in advance removed the Monday morning rush, allowing staff to finalise communications on Friday and have them automatically sent out on Monday.  Newsletter Automation allows the team to plan ahead, scaling their activities without further investment in headcount.
  • Time-Saving Web Links: Instead of creating PDFs and reformatting content, Bridgewater could use web links, cutting down time spent on repetitive tasks and allowing staff to focus on high-value work.
  • Enhanced Engagement Tracking: TrustedDelivery’s analytics tools enabled the team to monitor open rates, click-throughs, and staff engagement across various communications, providing valuable insights to improve future emails. NewZapp allows the team to monitor what content is resonating with staff and tailor future communications accordingly.

Feel Good Fridays: Enhancing Staff Morale

Following the implementation of TrustedDelivery, the Bridgewater communications team introduced a new initiative called Feel Good Fridays. This monthly newsletter is dedicated to sharing positive stories, achievements, and uplifting news from across the Trust, providing a much-needed boost for morale—particularly for remote staff who often feel disconnected from in-person interactions.

 

Key elements of Feel Good Fridays include:

  • Staff-Submitted Content: Employees are encouraged to contribute their own stories, ranging from professional accomplishments to personal milestones, fostering a sense of community.
  • Positive Start to the Weekend: Delivered on the last Friday of each month, the newsletter ends the workweek on a high note, with staff expressing how much they look forward to it.
  • Increased Engagement: The initiative has received overwhelmingly positive feedback, with higher engagement rates than other communications, demonstrating its impact in boosting team spirit and inclusivity.

Implementation

The transition to TrustedDelivery was smooth and efficient, significantly reducing the manual work involved in sending internal communications.

Phased Rollout:

  1. Initial Setup: TrustedDelivery worked with Bridgewater to configure the platform, ensuring it was technically deployed and tailored to their specific needs.
  2. Training and Onboarding: Staff were trained on how to use the platform to build newsletters, schedule and automate newsletters and emails, and monitor analytics.
  3. Full Deployment: The platform was fully integrated with existing systems, and Bridgewater began using TrustedDelivery to automate their weekly newsletters and other internal communications.

The Results

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Results & Benefits

The implementation of NewZapp via TrustedDelivery.co.uk transformed the way Bridgewater NHS communicates with its staff. The results were immediate and measurable:

Key Metrics:

  • Reduction in Time Spent on Newsletters: The communication process that once took several hours each week was drastically reduced to under two hours, allowing the team to focus on more strategic activities.
  • Improved Scheduling: The ability to schedule emails in advance meant staff no longer needed to rush on Monday mornings, reducing stress and increasing productivity.
  • Higher Engagement: By using personalised and visually appealing content, Bridgewater saw a noticeable increase in open rates for their internal emails, especially for key announcements such as pay rises and leadership changes.

Qualitative Improvements:

  • Better Team Morale: The streamlined communication process improved the overall morale of the communications team, allowing them to focus on higher-value tasks.
  • Positive Staff Feedback: Staff appreciated the new format of emails, which made it easier to navigate and engage with important updates.
  • Better Work-Life Balance: The ability to automate newsletters and schedule in advance reduced the need for weekend or late-night work, giving the communications team more control over their workload.
nhsmail delivery spoofing

“TrustedDelivery has taken a lot of pain out of our internal communications. We’ve saved hours each week, and our staff are much more engaged with the content we send out. A fantastic tool has significantly improved how we communicate as an organisation. 

Adam Britton, Communications Lead, Bridgewater Community Healthcare NHS Foundation Trust

Future Plans

The team are exploring new ways to use the platform’s features, such as using survey tools to gather staff feedback during the transition and exploring QR codes to make newsletters even more accessible to staff across various locations.

The success of the NewZapp platform at Bridgewater NHS highlights its potential for broader adoption across the healthcare sector, particularly for organisations looking to streamline their internal communications and improve staff engagement.

Conclusion

TrustedDelivery has been instrumental in helping Bridgewater streamline their internal communication processes, saving time, reducing stress, and improving staff engagement. The platform’s  Newsletter Automation and scheduling features have made a tangible difference in the day-to-day operations of the communications team, allowing them to focus on more strategic initiatives.

Security you can rely on​

Certified & compliant software you can trust.

NewZapp takes the security of your data extremely seriously. In addition to complying with NHS Digital requirements we also maintain the following standards:

  • Secure UK-based servers that are monitored 24/7
  • ISO 27001: 2017 certification
  • UK GDPR & EU GDPR compliant
  • Cyber Essentials certification
  • UK Data Protection Act compliant
  • Regular independent security audits

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