A "public education programme" to "celebrate DHB success" is part of efforts to improve communication, a Southern District Health Board internal strategy document reveals.
In addition, a "brand programme" is being developed to "reflect the strategic plan and values of the DHB".
The brand programme would include a brand audit, a style guide and brand guidelines, tool kits to assist staff to produce communications resources within brand guidelines, and a work programme to ensure the brand standard was met across the DHB.
Released to the Otago Daily Times under the Official Information Act, the communication strategy was developed at the request of the National Health Board (NHB).
An NHB review last year blamed lack of internal communication for contributing to the dysfunction at Dunedin Hospital.
The six-page strategy said its purpose was fostering open, honest, and transparent communication with staff, the Government, media, the public, and "stakeholders".
The "comprehensive" public education programme comprised stories and information about the DHB's work, initiatives, strategic direction, and health information.
Media releases, social media, interest group publications, and speaking opportunities would help get the message across.
Issues "to navigate" included "negative perceptions" following the NHB assessment of Dunedin Hospital, the Wakatipu expert panel review, and internal culture survey results.
The DHB dealt with complex policy and funding issues, and cared for people in times of crisis.
Sometimes, decisions seen to "adversely affect" some groups would be required. The DHB would not always "get it right", but potential issues should be identified early, and worked through with concerned parties.
When contacted, communications executive director and strategy author, Steve Addison, said the brand programme was a low-cost initiative aimed at ensuring consistency in things like signage and newsletters.
"For instance, rather than using a high-priced brand company, we will look at using marketing students to assist us with the brand audit."
The brand programme was still being developed and a project plan would go to the executive team to consider soon.
"It is important that the DHB has a professional image as it impacts on the way the public, staff and potential staff feel about us. For instance, it is not helpful to creating a more unified DHB, if hospital signage refers to the former [Otago and Southland] DHBs," Mr Addison said.
The strategy document was written several months ago, and would be regularly updated, he said.
