1. Communications Strategy
June 2017-May 2019
Version two (updated May 2018)

2. Introduction
The Communications function plays an important role in supporting the Executive Leadership Team (ELT) to drive delivery of the Ministry of Health’s strategic priorities internally and externally.
A well-performing Communications team:
provides fearless advice to help the organisation position itself most effectively when facing reputational issues
identifies opportunities and channels to communicate successes
understands end audiences and the best channel to reach them using plain language
delivers information in a clear and compelling way
provides evidence-based results
is an effective business partner offering an end-to-end service.

3. Introduction (continued)
Ministry staff are experienced at one-to-one communication, but the Communications team is specialised in one-to-many communication. If our one-to-many communication works well, the Ministry will be seen as open, relevant, informative and offering engaging information. This strategy outlines the communications and engagement activities that will ensure the Ministry of Health (the Ministry) has the best possible communications outcomes and most effective channels. The strategy takes a proactive approach to communications while balancing the continuing need for sound reputational and issues management advice.

4. Communications principles
Respect our audiences
Know our purpose
Value partnership
Think ahead
Try new things
Do what’s effective

5. Overarching messaging
We have a clear direction and are focusing on the issues that concern New Zealanders the most.
New Zealand’s health system is good by international standards, but we need to continue to adapt and find new ways of working.
We are careful stewards of health funding.
We are actively involving the health sector in our work and decision-making.
We listen to our stakeholders.
We promote wellness through prevention.
We value and want to retain high-quality staff in the health system.

6. Strategic themes Engage meaningfully with priority stakeholders.
Give people credible health and wellbeing information.
Staff-first communication.
Work with ELT to protect and enhance the Ministry of Health’s reputation.

7. Engage meaningfully with priority stakeholders
Develop key messaging around:
keeping the Ministry’s work programme top of mind
where health is heading and why
the Ministry’s commitment to collaborating with others to develop a high-performing system
creating an environment where it’s easier for people from across the sector to share issues and see things from others’ perspectives.
A stakeholder communication approach that prioritises our stakeholders and how we engage with them.

8. Give people credible health and wellbeing information
Communications messaging and channels provide information that meets people’s needs regardless of age, health, language ability or location.
The Ministry is seen as an authoritative source of information.
Our information builds trust in the health and disability system.

9. Staff-first communication
Staff are built in as an essential audience for all proactive and reactive communication planning.
Ministry managers are helped to become better internal communicators.
The Ministry has an intranet that staff find useful and engaging.

10. Work with ELT to protect and enhance the Ministry’s reputation
Strengthen our proactive approach to issues management.
Measure our media effectiveness and use what we learn to improve our proactivity.
We are prepared and resourced to respond well to health emergencies.
Strengthen our advice to ELT around proactively managing potential media issues and opportunities.
Media responses demonstrate progress whenever possible.