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Corporate Communications Strategy

Corporate Communications StrategyVersion Updates

The following is a record of the changes/updates that have occurred on this document:

Version Changes / Updates Author Date

0.0 Creation C. Turner-Jones 01/07/010

0.1 Update 1 C. Turner-Jones 28/07/10


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INTRODUCTION

Effective communications are necessary to enhance the Councils reputationand to help establish and maintain beneficial dialogue and understandingbetween the Council and its main stakeholders both internally and externally.

This strategy is underpinned by the Corporate Plan and CorporateImprovement Plan. Updates will be made as external reputation researchbecomes available e.g. interim survey.

In 2009, the Council invested in its Communications Unit as a result ofexternal inspections. The Governments place shaping agenda as set out inthe Lyons Review fundamentally altered the role of Councils by emphasisingthe need to provide leadership to local communities and focusing ondelivering enhanced and sustainable quality of life for local people. This wasenshrined in the Comprehensive Area Assessment (CAA) and placed agreater emphasis on public sector partnership working to improve the placeswhere people live as opposed to measuring the performance of the Council(as was the case with CPA).

The UK Place Survey of 2008 indicated that Ashfield residents feltdisengaged from the Council and the local decision making process, withsome of the results in relation to the perception of crime and anti-socialbehaviour representing some of the worst results in the UK. In addition, thecurrent service review is changing the shape, range and nature of theservices the Council provides. Alongside this review we have embarked onan ambitious evaluation of our vision and values, Becoming a First Class

Council which will place an important role on effective internalcommunications in helping employees meet the challenges the Council faceand play a key role in reshaping the authority.

The current Communications Unit has been organised to meet the challengesfacing the Council.

Factors which will have an impact on the Councils communications andreputation in 2010 include:

Interim Survey

Development of new partnerships through shared services Service Shaping

Efficiency savings

Corporate Plan


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PURPOSE OF COMMUNICATIONS

1. Aims

The key purpose of Communications to all stakeholders is to:-

Support the Council in achieving its aims and objectives.

Differentiate Ashfields services from other Councils byimplementing a clear and consistent brand.

Grow its reputation locally, regionally and nationally.

Remind stakeholders of many relevant factors key messages,key issues affecting the District, achievements, new services,existing services.

Inform residents and stakeholders of key developments usingtimely and accessible communication channels.

Persuade stakeholders to enter into a mutually beneficialrelationship by establishing meaningful two-way communications,encouraging consultation and feedback, working to changebehaviour and attitudes where relevant (e.g. Anti-social

behaviour).

The Council wants to be perceived as being a community leader which isapproachable, customer-focussed, performance driven and excellent.

To achieve this, our communications will be honest, accessible,encourage two-way exchange, cost-effective, innovative whereappropriate, proactive and responsive, clear and consistent.

They will be well-designed and clearly branded, using appropriate

channels both off-line and online in the most appropriate way for differentaudiences.

Identifying different audiences and specifically tailoring the tone ofmessages to their needs is crucial. The Council needs to maintain abalance between its role as a formal, corporate body and being anapproachable, engaging organisation.

It is the Corporate Communications Units role to lead and advise on theappropriate style and tone adopted in the authoritys communicationsensuring its appropriateness and accessibility to the target audience.

This strategy aims to:


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Develop high quality, proactive communications to protect andenhance its reputation internally and externally and to establishdialogue and increase understanding and engagement with keystakeholders.

To increase the number of stakeholders who perceive the Councilis improving. Our communications will maximise the Councilsreputation, improve satisfaction from key stakeholders by keepingthem well-informed and engaged.

Effectively co-ordinate communications for maximum impact.

Be perceived as a community leader which is innovative, can do,approachable, people based, customer focussed andperformance driven.

2. Who are our key stakeholders?

Our key stakeholders are:

Residents in general and target segments of the population:children, older people, hard to hear groups e.g. disabled or ethnicgroups

Councillors

Employees

Key partners LSP, voluntary sector, businesses and community,other local councils and parish councils

The media local, regional and national, trade press and localgovernment press

National opinion formers such as central government ministers,MPs and national organisations such as LGA, IDeA and AuditCommission.

3. Objectives for the Future

This strategy aims to:

Use high quality, proactive communications to protect and enhanceits reputation internally and externally and to establish dialogue andincrease understanding and engagement with key stakeholders.

To increase the number of stakeholders who perceive the Council isimproving. Our communications will maximise the Councilsreputation, improve satisfaction from key stakeholders by keepingthem well-informed and engaged.

Effectively co-ordinate communications for maximum impact.


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Be perceived as a community leader which is innovative, can do,approachable, people based, customer focused and performancedriven.

4. How we will deliver Communications in the Future

The following is a list of principles which will govern all Councilcommunication activity and enhance Ashfields reputation:

1. Integrity and honesty

We will claim recognition for all our achievements, but be equallyhonest if services fall short of the standards we want to achieve.

Action

Continued use of recognised, consistent spokespeople.ActionContinued development and maintenance of good relationships with media.See Action Plan Media Relations Media Satisfaction Survey.

2. Openness and accessibil ity

We will provide comprehensive information to residents, partners andstakeholders using a range of the most appropriate communicationchannels.

ActionDevelop new communication channels, inc. social networking andwider press coverage.See Action Plan e-Communications Embrace Social Networking

3. Cost effective

All communications will be planned cost effectively. We will aim toreduce costs, waste and duplication by effective forward planning.

ActionDevelop centralised design and print procedures to streamlinepurchase of external print.See Action Plan External Communications Calendar of Events

4. Proactive and responsive

We will initiate planned campaigns that are targeted and timely withan emphasis on building positive relationships with key stakeholders.

Action


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Continuous development and promotion of cross Council events.See Action Plan External Communications Programme ofCorporate Events.

5. Clear and Consistent

All communication spoken, written and electronic will be clear, inplain English, easily understood, clearly branded, timely and up todate.

ActionSubscribe to Crystal Mark for plain English.

6. Personal and Approachable

We will develop the Councils reputation as being a people-based,customer focused performance driven authority.

ActionThe communications team will continue to engage with residents viapublic events and activities. In addition, the communications unitplays a lead role in the CERT group which is developing the Councilscorporate consultation.

How do we get there?

Our action plan is contained in Appendix 1 and is underpinned by thefollowing objectives:

1. To increase the percentage of residents who are satisfied withcommunications received by the Council using the LGCommunications newly relaunched national Reputation campaign as atemplate;

2. To ensure brand consistency across all communications;3. To complete the work underway in updating the website by September

2010;

4. To increase the number of website hits;5. To explore new methods of communicating with our residents paper

based and e-communications (social networking)6. To explore methods of income generation via corporate sponsorship of

communications.

The Communications Unit has a budget for corporate communications whichwill be used to resource its activities. In addition, the unit carries out projectson behalf of other service areas using their budgets.


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How will this be evaluated?

This strategy and action plan will be reviewed at the end of 2010 and anupdated document produced by Spring 2011.

A number of KPIs have been included in the action plan which will bemonitored as part of performance monitoring.


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Action Plan 2010

External Communications

When Measures of Success Anticipated

OutcomesResidents NewsEmbrace socialnetworking facebook / twitter /bebo etc.

Autumn 2010 Enhanced engagementwith previously hard tohear groups.

Reputation of Councilenhanced by beingperceived as being up todate.

More engagementwith communitiesand new sections ofthe population,particularly youngpeople.

Explore methods ofreinstating regularcommunication withresidents

Further, detailedpaper outliningoptions toWorking Cabinetin 2010

Annual satisfactionsurvey to 500 randomaddresses

Place survey responses

Residents are betterinformed aboutCouncils services,priorities andperformance.

NeighbourhoodCharterRepublish annuallywith updated targetsand performance

July 2010 Reduction in complaints/ queries

People know what toexpect and how toinform if things gowrong

Annual ReportRepublish inaccordance withadvice from DistrictAuditor (This can beincorporated intoresidents newsletterif approved byCouncil)

October 2010 Residents betterinformed about theCouncils finances,performance andachievements

Counci l Tax LeafletAnnual Publication

which accompaniesCouncil Tax Bills

March 2011

Calendar of Events,Publications andConsultationElectronic calendar Ongoing Established and

regularly updated fromall service areas.

Used as a tool foraccurate planning ofPR and campaignsin a cost effective,coherent mannerwithout duplication.

Programme ofCorporate Events


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Ongoing Enhanced customerengagement andconsultation.

Improved Reputationand Perceptionlevels.

E- Communications

When Measures of Success AnticipatedOutcomes

Complete Web Auditand research intonew CMS system

September 2010 Increased number ofwebsite hits

Compliance withminimum standardsand equalitiesstandards

Incorporation of newcommunicationsmethods videoclips, podcasts,interactive facilities

Residents moreconfident in doingbusiness with thecouncil on-line

Embrace socialnetworking facebook / twitter /bebo etc.

Autumn 2010 Enhanced engagementwith previously hard tohear groups.

Reputation of Councilenhanced by beingperceived as being up to

date

More engagementwith communitiesand new sections ofthe population,particularly youngpeople.

Media Relations

When Measures of Success AnticipatedOutcomes

Maintain anddevelop existingrelationships withlocal media byensuring they

receive timelyresponses, pressreleases andphotographs

Ongoing Reinstate annual mediasurvey to take place inthe early Autumn

Solid workingrelationship withjournalists to helpgenerate fair andbalanced media

coverage.

Improve theCouncils reputationregionally andnationally whereverpossible by placingarticles in widerreaching sections ofthe press

Ongoing Measure coverage in theregional / national press aim to get five positivestories in this areabefore end of 2010

Enhancement of theCouncils reputationto a wider audience


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Internal Communications

When Measures ofSuccess

Antic ipatedOutcomes

Our Visioncampaign tocommunicate thecorporate plan

Ongoing Employees moreengaged with theCouncils plan.

GeneratingAmbassadors forthe Council

Employeesfamiliar with theCouncils visionand objectives.

Reintroduce staffnewsletter

June 2010 Use staff surveyto gaugeresponse tonewsletter

Staff feel betterinformed in atime of change,engendering

trust, enhancingreputation

Enhance theintranet in tandemwith the website to mirror theimprovementsmade to thewebsite

September 2010 Include a questionin staff survey forfeedback

Employeesgenerating morecontent for theintranet buildingtheir confidencein sharinginformationbetween service

areas.

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