Midland Metropolitan University Hospital
Communicating a system shift, Not Just a New Hospital
Reflecting on our work together, I feel that there is an unexpected synergy between the rigor of programme management and the often-reactive communications function, which has allowed us to maintain alignment with, and present our attainment of, key deliverables. Joe’s professional and approachable style was key to fostering an environment where creativity and structured programme management could coexist seamlessly. His contribution was an invaluable asset to our workstream, enhancing our team's capability to deliver success.
Laura Broster, Director of Communications and Involvement, Black Country NHS Integrated Care Board
The challenge
In Spring 2024, as construction neared completion, the Trust intensified preparations for the opening of Midland Metropolitan University Hospital (MMUH) in Autumn 2024.
Each workstream underwent an operational readiness assessment, which highlighted several critical issues within the communications and engagement workstream:
- Absence of an overarching communications plan
- Lack of project management fundamentals
- Under-resourced workforce
To address these gaps and ensure a successful opening, the following objectives were set:
1. Ensure the public were well-informed about:
- Where to seek emergency treatment
- How to utilise Urgent Treatment Centre (UTC) facilities
- Accessing outpatient and elective care
- Locating community services
2. Targeted campaigns: Develop communication and engagement campaigns for 13 specialist patient pathways impacted by the opening, including Maternity.
3. Staff guidance: Provide clear guidance to colleagues on their roles in the opening process.
4. Internal engagement: Increase awareness, understanding, and enthusiasm for building activation and handover leading up to the opening.
5. Volunteer recruitment: Recruit and train 80 volunteers to support the opening.
6. Fundraising goal: Exceed the Trust Charity’s £2 million fundraising target.
Our approach
To ensure a seamless opening of Midland Metropolitan University Hospital, we adopted a structured yet agile approach that combined programme management rigour with creative communications:
- Stakeholder alignment: We identified key stakeholders and clarified roles and responsibilities to create a unified team from day one.
- Collaborative launch: Through interactive workshops, we agreed on shared goals and set the foundation for success.
- Strong governance: We established clear governance and a regular reporting rhythm to maintain momentum and transparency.
- Detailed planning: A comprehensive programme was developed, including milestones, critical success factors, and risk management.
- Resource and risk management: We assessed resource needs and proactively addressed potential challenges to keep the plan on track.
- Continuous improvement: Regular reassessment ensured flexibility and responsiveness as milestones were achieved.
This approach enabled us to deliver a communications and engagement strategy that informed the public, empowered staff, and built excitement for the hospital’s opening.
Impact
Population awareness & trust reputation
Our integrated approach delivered exceptional results across awareness, engagement, and behaviour change:
Powerful Media & PR Strategy
Digital and traditional media mix:
- 160,000 leaflet drops
- 150 bus interiors and 50 bus rears
- 54 signs across Trust sites
- Paid social ads (Meta & Instagram) generating 4.25m impressions, 3.8m reach, and 12k website clicks
High-profile PR:
- Pre-move media day
- Live ITV Central broadcast
- Extensive local and national coverage
Campaign effectiveness
Those aware of the campaign were:
- Significantly more likely to know about MMUH (95% vs 66%) and significantly better knowledge (73% vs 33%).
- 92% felt the campaign helped them understand which NHS service to choose for urgent care.
- Particularly successful in increasing awareness among Black and minority ethnic communities at 84%.
- Behaviour change: Before the campaign: 71% of patients attended ED; 29% used UTCs. After the campaign: Shifted to 66% ED and 34% UTCs, improving urgent care utilisation.
Lessons learned
- Engage actively from day one: meet key team members, understand strengths and frustrations.
- Clearly communicate your role and how you support the team.
- Provide clear direction through informed decision-making.
- Take ownership of challenges and implement proactive solutions.
- Establish an “iron umbrella” to shield the team from distractions and enable optimal performance
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