Name: Caroline Latta

Job title and company: Director of Practice, www.Olovus.co.uk

When did you join the committee?
I joined the committee in January 2025. While I was new to the committee at that point, I have been part of CIPR for many years.

Why did you join?
I wanted to contribute to the mission of CIPR, particularly around leadership, ethics and strategy from a health sector perspective. Much of my work focuses on reducing health inequalities, and I am keen to see how CIPR can better support health professionals with career development, recognition and stronger links to qualifications.

How long have you worked in health comms/PR?
I have worked in health communications since 1997, and I joined CIPR in 1999 when I gained my CIPR Diploma.

Your new best friend knows nothing about health communications or PR. How do you describe your job in one sentence?
I help organisations make change in health and care by involving patients, the public, staff and stakeholders in ways that lead to better decisions.

What is shaping health comms/PR right now?
Health communications is becoming more important, not less. The NHS is under pressure to change, resources are tight, trust cannot be taken for granted, and expectations of how organisations communicate are higher than ever.

For me, four things stand out.

First, health inequalities have to stay front and centre. It is not enough to communicate well in general terms. We have to reach people who are too often missed, excluded or poorly served by mainstream approaches.

Second, collaboration is becoming the norm. As organisations work more closely across systems and places, communications professionals need to help create clear, joined up narratives across health, local government and community partners.

Third, patient and public involvement needs to move out of the margins and into the mainstream of decision making. It should not be treated as a bolt on or a communications exercise. It should be part of how organisations understand change, risk, legitimacy and improvement.

Finally, workforce communication matters hugely. In a pressured system, culture, clarity and trust inside organisations are just as important as reputation outside them. Good internal communication helps people navigate uncertainty and makes change more likely to stick.