Targeted care recruitment campaign

Summary

Bexley Wellbeing Partnership (BWP), representing 17 local organisations, commissioned Blue Lozenge to address carer workforce shortages through a targeted recruitment campaign. Blue Lozenge developed a five-week, multi-channel campaign aimed at three demographic groups: mothers with school-age children, school leavers, and men aged 20–39. Messaging was tailored to each group, with delivery across paid search, Meta platforms, outdoor advertising, and partner toolkits. The campaign exceeded engagement expectations while maximising a limited budget. Partner toolkits provided BWP with reusable legacy materials for ongoing recruitment activity beyond the campaign period.

Addressing workforce shortages through targeted recruitment campaign

Bexley Wellbeing Partnership (BWP), who represent 17 local partner organisations, faced significant carer workforce shortages and needed to run a recruitment campaign targeting underrepresented groups within the caring workforce. They wanted to showcase a distinct local identity while positively positioning careers in care, attracting new people to the profession, encouraging applications, and signposting to Care Jobs Open Week.

Approach

At Blue Lozenge we designed a five-week campaign targeting three core demographic groups with tailored messaging:

  • Mums with school-age children (emphasising flexibility)
  • School leavers (highlighting career prospects without tertiary education requirements)
  • Men aged 20-39 (challenging gender stereotypes in care)

We developed a core narrative and messaging framework, creating benefit-led key messages for each demographic, and selecting diverse visual content to reflect Bexley’s community. We deployed multi-channel delivery through paid search targeting job-related keywords, paid socials via Meta platforms with audience segmentation, outdoor advertising with QR codes in high-footfall areas, and partner toolkits for stakeholder amplification.

Impact

The campaign successfully used data and insight to determine where the limited budget should be spent to maximise value for money. This informed strategy was successful and led to ad engagement that surpassed expectations. The toolkits that were developed for this campaign meant that the BWP had legacy material that could be used after the campaign was finished to ensure ongoing engagement.

“Blue Lozenge are experts in the field of NHS communications and have a wealth of knowledge across the sector. Their fantastic team of communications experts have helped us with planning strategic away days with internal colleagues as well as large-scale recruitment campaigns. They are professional, beyond helpful and have worked with us to successfully land key messaging with underserved communities and helped us to engage with colleagues after lockdown came to an end by facilitating constructive and well received away days. I cannot recommend Rachel and her team enough.”

Aysha Awan, Head of Communications and Engagement — Bexley, NHS South East London Integrated Care Board

Helping Lewisham residents access primary care services

Summary

South East London Integrated Care Board (SEL ICB) commissioned Blue Lozenge to raise awareness of primary care services among Lewisham residents, including the NHS app and pharmacy services. Blue Lozenge developed a targeted, multichannel campaign incorporating a photoshoot featuring local primary care staff, custom digital assets, a stakeholder toolkit, a two-week paid digital advertising campaign, and an A4 leaflet. The campaign reached approximately 10% of Lewisham’s population, with peak engagement among women aged 35–44 and 65 and over. Campaign assets provided SEL ICB with reusable materials for ongoing community engagement.

Informing residents of primary care services using targeted communications

South East London Integrated Care Board (SEL ICB) wanted a campaign to inform the local residents of Lewisham about the range of primary care services available to access. A targeted and localised communications campaign was needed to increase awareness of primary care services and digital resources, including the NHS app and pharmacy services.

Approach

Blue Lozenge collaborated with SEL ICB to create a targeted, multichannel communications campaign. We focused on creating accessible, community-centred content that would resonate with the residents of Lewisham. Our approach combined strategic planning, authentic visual storytelling, and targeted digital advertising.

We began by ensuring that messaging aligned with Lewisham’s specific community needs. We then ran a one-day photoshoot featuring real Lewisham primary care staff bringing authenticity to the campaign by capturing the diverse workforce behind local healthcare services.

Over the course of the campaign, we also:

  • Created custom-designed digital assets to be used across social media, websites and digital screens
  • Developed a comprehensive stakeholder toolkit to share with partners in the community
  • Ran a strategic two-week paid digital advertising campaign targeting Lewisham residents
  • Designed an A4 leaflet for Lewisham residents.

Impact

The campaign achieved strong reach and engagement, connecting with approximately 10% of Lewisham’s population. Peak engagement occurred between 5pm and 7pm with females aged 65+ and between 35 and 44 being the engaging the most.

The suite of campaign assets and photographs of local staff provided SEL ICB with a toolkit for ongoing community engagement beyond this project.

Ready to reach your audience with an impactful campaign?

Contact our team today to discuss how we can create an insight driven, creative, and targeted campaign to support your organisation’s objectives.

Email: hello@bluelozenge.co.uk

Putting patient experience at the heart of change

Summary

NHS England commissioned Blue Lozenge to deliver a patient journey mapping workshop to support the development of minimum communication standards for patients waiting for elective care. With over 7 million people on elective waiting lists, Blue Lozenge designed and facilitated a full-day workshop bringing together NHS England staff, stakeholders, and people with lived experience. Drawing on Blue Lozenge’s Navigation Pulse programme, the workshop covered patient understanding techniques, practical journey mapping, and action planning. Participants identified six key action areas and received immediate implementation resources including a journey mapping canvas and pathway analysis frameworks.

Building NHS England’s capacity for patient-centred elective care improvement

NHS England commissioned Blue Lozenge to deliver an introductory workshop on patient journey mapping methodology to support the development of minimum standards for patients waiting for elective care.

With over 7 million people on elective care waiting lists and 42% dissatisfied with communication during waits, NHS England’s national team needed practical understanding of journey mapping techniques and pathways for translating patient feedback into actionable service standards that could be implemented across the NHS and health carer sector.

Approach

We designed and facilitated a comprehensive full-day intensive workshop bringing together NHS England team members, stakeholders and people with lived experience of care. We used our Navigation Pulse programme to inform the workshop, developing the group’s understanding of how to listen to patients and how to use feedback to drive improvements. This included patient understanding techniques, practical journey mapping, and action planning. We included people with personal experience sharing with participants, which brought authenticity to theoretical frameworks.

Impact

The workshop successfully equipped the NHS England team with practical patient journey mapping skills and established a strategic foundation for transformative elective care improvement. Participants identified six key action areas including discovery research, data integration, administrative standardisation, organisational culture change, strategic focus, and policy development. The session provided immediate implementation resources including patient journey mapping canvas, insight principles, and pathway analysis frameworks, while creating a shared vision for patient-centred healthcare transformation that improves experience while enhancing system efficiency.

“These inputs have been a breath of fresh air and there is lots I can take back to my trust. Understanding the patient personas and data gaps – that was really helpful.”

NHS England Workshop Participant

Supporting NHS service change

Summary

North Middlesex University Hospital commissioned Blue Lozenge to provide strategic communication support for the transfer of Enfield Community Services from Barnet, Enfield and Haringey Mental Health Trust. Blue Lozenge developed a comprehensive communication strategy encompassing staff welcome materials, employee engagement events, community engagement workshops, digital updates, and ongoing stakeholder communication channels. The strategy addressed three objectives: operational effectiveness, community reassurance, and stakeholder confidence. The transition was completed successfully, with the programme also strengthening North Mid’s internal capacity for future community engagement and co-production.

Strategic communication for major healthcare reorganisation

North Middlesex University Hospital (North Mid) was undertaking a major service change, transferring Enfield Community Services (ECS) from Barnet, Enfield and Haringey Mental Health Trust. The leadership team needed to ensure that incoming staff felt welcomed, patients understood the changes, and the transition process proceeded smoothly. Three core objectives guided the project: achieve operational effectiveness, reassure and advocate among the community, and secure reputation among stakeholders.

Approach

Blue Lozenge developed a comprehensive communication strategy focused on making the transition seamless:

  • Created a core narrative emphasizing welcome and value for ECS staff
  • Developed welcome booklets and branded boxes providing crucial information
  • Supported employee engagement events with robust feedback mechanisms
  • Coordinated site visits from ECS leaders for face-to-face engagement
  • Published clear, consistent updates across digital platforms
  • Delivered community engagement workshops to address identified skills gaps
  • Established ongoing stakeholder communication channels

Our approach balanced immediate transition needs with building long-term engagement capabilities within the North Mid communications team.

Impact

The project successfully integrated ECS into North Mid while achieving all key objectives:

  • Operational effectiveness through clear narratives and information resources
  • Community reassurance via consistent communication and enhanced engagement capabilities
  • Secured stakeholder confidence through regular updates and visible leadership

The communication strategy not only facilitated a smooth transition but also strengthened North Mid’s capacity for future community co-production and engagement.

“Blue Lozenge helped scope a proportional and affordable package of support, and mobilised this very quickly… I felt really well supported and that Blue Lozenge colleagues were a genuine extension of our in-house team. Their support was responsive, high-quality and well executed… In nearly two years, I have not seen or heard my CEO stop a meeting mid-flow and call out a brilliant comms job, and I know that the input of Blue Lozenge was instrumental in achieving this.”

Georgie Agass, Head of Communications, Engagement and Fundraising, North Middlesex University Hospital

Sustainable workforce engagement

Summary

Tees, Esk and Wear Valleys NHS Foundation Trust commissioned Blue Lozenge to establish sustainable communication foundations following CQC-identified improvement needs in leadership visibility and staff engagement. Serving over 2 million people with 7,500 staff across multiple local authorities, the Trust needed an evidence-based approach at a critical point of strategic renewal. Blue Lozenge conducted a comprehensive discovery programme including channel audits, intranet review, workforce surveys, and board sessions. The programme delivered a findings report with prioritised recommendations, secured board buy-in, and informed the Trust’s ongoing communication and engagement strategy.

Creating communication foundations for a NHS mental health trust

Tees, Esk and Wear Valleys NHS Foundation Trust had grown significantly, serving over 2 million people with over 7,500 staff across multiple local authorities. CQC reports identified improvement needs in leadership visibility, staff communication and engagement processes. At a critical point of refreshing their strategy and mission, the trust urgently needed sustainable communication foundations.

Approach & communications strategy

We embarked on a thorough discovery programme to understand the organisation, its audiences, and channels. This provided an evidence base against which to provide recommendations for improvement. Our work programme included:

  • Reviewing strategic plans and data points including existing channels and content, employee survey results
  • Intranet review and channel audit working with existing suppliers and other internal communication channel metrics.
  • Design and creation of a workforce and stakeholder survey.
  • Development and presentation of a comprehensive report detailing our findings and recommendations broken into quick wins, medium term actions and long-term priorities.
  • Board sessions to ensure alignment of directors with the programme of recommended actions alongside operational priorities.

Outcome

  • Our programme of work at Blue Lozenge helped to inform the ongoing communication and engagement strategy, providing valuable insight into what was needed to improve communication and engagement with the public and the workforce.
  • We developed structured conversations around specific areas of focus and we were able to reach employees from across the organisation ranging from the executive team through to front line employees
  • We secured buy-in from the Board to work through the final recommendations supporting the communication and engagement team to deliver.

Inclusive event support

Summary

Kent and Medway Integrated Care Board commissioned Blue Lozenge to support an inclusive pre-engagement event informing a new strategy for people with learning disabilities and autism. Blue Lozenge established a working group including people with lived experience, alongside partners the Autistic Alliance and Learning Disabilities England, to develop and review fully inclusive communication materials. Established ICB networks were used to reach target audiences and gather information on attendance support needs. The event attracted over 90 in-person attendees, achieving the 50% lived experience target, with a further 53 people contributing through online pre-engagement.

Engaging people with lived experience in shaping healthcare strategy

Kent and Medway Integrated Care Board (ICB) wanted to hold an inclusive pre-engagement event to support the development of their new strategy for people with learning disabilities and autism. They needed at least 50% of attendees to be people with lived experience, while also involving care professionals. The challenge was ensuring all communication materials were fully inclusive so the main audience could be heard, engage meaningfully with the event and the pre-engagement process.

Approach to create an inclusive and engaging event

Blue Lozenge established a working group including people with learning disabilities and people with autism, alongside partners like the Autistic Alliance and Learning Disabilities England. We developed all communication material and worked with the group to review this. We engaged with Kent and Medway ICB’s established networks to directly reach target audiences and gathered information about support needs for attendance. Working with our group, we developed inclusive communication materials for both professionals and people with lived experience, plus online engagement tools for those unable to attend in person.

Impact

The event exceeded expectations with over 90 people attending in person, achieving exactly 50% attendance from people with learning disabilities and people with autism. An additional 53 people contributed through online pre-engagement, providing comprehensive input for strategy development. This inclusive approach ensured meaningful participation from those most impacted by the strategy.

“Blue Lozenge were very effective at bringing together a working group including people with learning disabilities and autistic people to inform our approach to developing communication materials for our pre-engagement event. This enabled us to effectively reach our core audiences and meant we exceeded our target number of attendees at the event.”

Marie Hackshall, System Programme Lead Kent and Medway – Learning Disability, Autism and ADHD

Communications function audit

Summary

Hertfordshire Community NHS Trust (HCT) commissioned Blue Lozenge to conduct a comprehensive audit of its communications function, serving a population of over 1.2 million people. Blue Lozenge engaged communications and executive teams through workshops, interviews, and document review, benchmarking against best practice from other organisations. The audit identified priority areas across team roles, digital communications, marketing, and governance. Blue Lozenge delivered a detailed report with targeted 12-month recommendations and an operational model, presenting findings directly to the executive team with practical guidance on implementation.

Comprehensive NHS communications audit to transform trust engagement

Hertfordshire Community NHS Trust (HCT) supports over 1.2 million people by providing a range of health and social care services. They needed to review their current communication function to identify strengths and opportunities for improvement. The Trust wanted to increase engagement and develop an operational model that would outline the future vision of communication at HCT, ensuring their communications team could effectively serve their large patient population.

Approach

Our first step involved engaging directly with the communications team to understand their current setup and ways of working. We reviewed various documents to gain insight into the current capabilities, capacity, channels, and organisational culture of the HCT communication team. We also reviewed best practice from other organisations.

Utilising both workshops and interviews, we engaged with internal and external stakeholders to design our audit and review process. This helped us identify the main priority areas and streamline our approach to target the areas stakeholders felt most passionate about. We worked alongside colleagues in both the communications and executive teams to define and develop practical recommendations for their communication strategy and capabilities moving forward.

Impact

Blue Lozenge delivered a comprehensive internal audit of HCT’s communication and engagement function. Our report outlined detailed findings and provided targeted recommendations for the next 12 months spanning various areas including team roles and priorities, digital communication and marketing, and governance and team structure.

We facilitated a session with the executive team where we presented the report, operating model, and recommendations, offering practical support on how these could be embedded across the Trust.

Communication network development

Summary

North Central London Integrated Care System commissioned Blue Lozenge to develop a communication and engagement operating model ahead of the formation of ICS structures in July 2022. Blue Lozenge led a co-designed process involving a fortnightly steering group, stakeholder interviews, workshops, focus groups, and desk research across NHS, public, and third sectors. The resulting model featured the HEART framework, shared values, planning processes, roles and responsibilities, and governance structures. The operating model has been adopted as the foundation for communication and engagement across NCL ICS and is being used as best practice guidance for other integrated care systems nationally.

Developing operating models for effective communication and engagement for integrated care systems

North Central London (NCL) Integrated Care System needed a comprehensive communication and engagement operating model ahead of the official formation of ICS structures in July 2022. The system required clear definition of roles, responsibilities, and collaborative working practices across partner organisations to ensure effective integrated communication and engagement that would support the changing healthcare landscape and enable successful system-wide delivery.

Approach

Blue Lozenge placed co-design and stakeholder engagement at the heart of our methodology, recognising that any operating model needed buy-in across the entire system. Working with a fortnightly steering group of communication and engagement leaders, we agreed six key deliverables covering purpose, principles, processes, and governance.

Our comprehensive approach included interviews with system stakeholders and ICB colleagues, workshops with communication teams to explore aspirations and working practices and focus groups examining professional development needs. We conducted desk research on best practice across NHS, public, and third sectors, grounded in professional best practice and codes of practice.

This extensive engagement process informed the development of a bespoke operating model featuring the HEART framework (defining core purpose), shared values and behaviours, planning processes, operating principles, clear roles and responsibilities, and meeting rhythms. We tested the draft model through system-wide engagement surveys before finalising it.

Impact

The operating model now serves as the foundation for communication and engagement across NCL ICS and is being used as best practice guidance for other ICS systems nationally. Our accompanying report with prioritised short, medium, and long-term recommendations has been adopted by senior stakeholders.

The steering group praised the practical, actionable framework that improves working practices in complex environments and creates conditions for communication and engagement colleagues to thrive. The model successfully defines collaborative working practices and establishes the governance needed for effective integrated communication across the system.

Helping GP practices communicate effectively

Summary

West Essex CCG commissioned Blue Lozenge to address rising patient queries and negative feedback about GP access during winter 2021. Blue Lozenge conducted communications health checks at five priority surgeries, developed ten key recommendations, and produced a comprehensive toolkit including animated videos, graphics, print materials, voicemail scripts, and social media assets. Additional support included practice website transformation guidance and lunch and learn sessions for practice managers. The project provided West Essex CCG with a sustainable communications framework to improve patient engagement across multiple channels while supporting practice teams under operational pressure.

Strategic communications support to improve primary care patient engagement

Across West Essex GP practices experienced rising queries and negative feedback about access to face-to-face appointments during winter 2021. The national focus on primary care access added to existing operational pressures. The local health and care system needed to develop effective channels to signpost patients to appropriate care, help practices engage patients more effectively across multiple channels, and create messaging that increased awareness and understanding of existing services.

Approach towards improving GP communications

Blue Lozenge developed a comprehensive strategy targeting both individual practices and local populations. Our work included:

  • communications ‘health checks’ at five priority surgeries to understand current opportunities and issues
  • ten key recommendations to help primary care engage effectively with patients
  • a comprehensive communications toolkit including animated videos, graphics, print materials, voicemail scripts and social media assets
  • practice website transformation guidance focusing on content, structure, navigation and user experience
  • ‘lunch and learn’ sessions for practice managers covering key communications areas

Our approach balanced immediate practice needs with building sustainable communications capabilities across the West Essex health and care system, ensuring recommendations were realistic given operational pressures.

Impact

The project delivered practical solutions that enhanced primary care communications across West Essex making a real difference to the primary care workforce and local residents.

The strategic interventions provided West Essex CCG with a sustainable approach to primary care communications that directly addressed patient feedback whilst supporting practice teams under pressure.

“We really valued the hands on support of the Blue Lozenge team. Their understanding of the health and care landscape is exceptional. They are positive and optimistic and their willingness to get out and about face-to-face and meet our clinical teams to genuinely understand their communication needs was incredibly helpful. We will be using their insight and recommendations to inform our future planning.”

Ian Tompkins, Director of Communication, West Essex

Local NHS campaign: improving healthcare access 

Summary

South East London Integrated Care Board and Bexley Wellbeing Partnership commissioned Blue Lozenge to develop a targeted campaign helping Bexley’s 245,000 residents navigate NHS services and reduce pressure on emergency care. Blue Lozenge created the ‘Better Access Bexley’ campaign, comprising four phased campaigns over six months promoting the NHS App, GP services, evening appointments, and Pharmacy First. Delivery channels included out-of-home advertising, partner toolkits, and distribution to 100,000 homes. The campaign achieved a 79% increase in Pharmacy First self-referrals, a 47% increase in NHS App downloads, and 2 million out-of-home impressions.

A targeted campaign helping Bexley residents to better understand how to access services

Despite increased NHS funding, emergency services remain overwhelmed with patients who could be treated elsewhere. National communications about alternative care options are not always effectively reaching or influencing local residents. South East London Integrated Care Board and Bexley Wellbeing Partnership needed to cut through this noise with targeted messaging that would resonate with its 245,000 residents and redirect them to appropriate services. 

Approach

Blue Lozenge partnered with the NHS South East London Bexley team to create ‘Better Access Bexley’ – a series of four targeted campaigns featuring local residents and NHS staff: 

Over the course of six months we: 

  • Created a unified visual identity for ‘Better Access Bexley’ to build recognition 
  • Developed place-specific messaging tailored to Bexley’s unique context 
  • Produced campaigns promoting the NHS App, evening/Saturday GP appointments, GP team services, and Pharmacy First 
  • Used strategic out-of-home advertising with trackable QR codes at commuter hotspots 
  • Distributed comprehensive toolkits to partner organisations for multi-channel deployment 
  • Phased campaign activation to coincide with seasonal NHS pressures 

Our strategy was informed by existing research revealing that residents didn’t understand which services suited their needs, and many emergency visits required no investigation. By featuring local healthcare professionals and Bexley-specific messaging, we created more relatable and effective communications. 

Impact

The campaign delivered exceptional results that far exceeded targets: 

  • 79% increase in Pharmacy First self-referrals (target: 10%) 
  • 47% increase in NHS App downloads (target: 5%) 
  • 10%+ increase in NHS App interactions (repeat prescriptions, appointments) 
  • 2 million impressions from out-of-home advertising 
  • 274% increase in website visits July – December 2024 
  • Distribution to 100,000 homes via Bexley Winter Wellbeing magazine 

The campaign has started to change resident behaviour, their understanding of local NHS services and how they access these services. These were key aims and also helped to ease pressure on A&E services, by signposting people to more appropriate care.

Aysha Awan, Head of Communications and Engagement, NHS South-East London, Bexley Wellbeing Partnership.