Houses of the Oireachtas Commission Communications Strategy

Size: px
Start display at page:

Download "Houses of the Oireachtas Commission Communications Strategy 2012-2014"

Transcription

1 Houses of the Oireachtas Commission Communications Strategy Increasing understanding and improving public perception of the Houses of the Oireachtas

2

3 Houses of the Oireachtas Commission Communications Strategy Increasing, understanding and improving public perception of the Houses of the Oireachtas

4

5 Introduction The current communications service is founded on two pillars: direct and indirect communications with the public. Direct communications incorporates all public information services such as web communications, social media, public events, the Leinster House visitor experience, including visitor publications and our busy public enquiries service. Indirect communications essentially means the media: newsprint and broadcast; national and local; mainstream and specialist. We are conscious that people choose to receive information in different ways; therefore we use a range of mutually reinforcing approaches to maximise the effectiveness of our communications. Research shows us that the way in which people receive information is rapidly changing. Technology is the principal driving force for this change. Developments such as smart phones and social media have dramatically altered the communications landscape and now provide a wider range of options to those who communicate information. The economic context within which we communicate has also changed: there are significantly less resources so it is essential that we use the most cost-effective strategies to communicate our messages to the public. Our research also reminds us that up to 50% of people feel they do not have a basic understanding of how the Houses of the Oireachtas work. They say that they do not know the role of parliament or its Members. Approximately 50% people also say that they have poor perception of the parliament and have a low level of trust and confidence in it. One way of addressing these challenges is to provide people with clear information about the role and work of both the Houses of the Oireachtas and its Members. This information must be provided to people where and how they prefer to receive it. In that way, everyone will have reasonable access to the information they want to increase their understanding and improve their perception of the parliament. For these reasons, our new Communications Strategy seeks to create a platform from which a comprehensive public communications service can be provided. It is balanced, coherent and focused. It builds on the achievements of previous plans and it will give a clear direction to our communications activities for the period 2012 to

6 Context National parliaments throughout the world have comparable communications strategies that combine media relations with education and information, the web, broadcasting, events and parliamentary visitor programmes. The challenges of relatively low-levels of public understanding and poor public perception are common to parliamentary democracies throughout the world. However, each national parliament has a different emphasis and focus informing their communications and public information strategies. Some have invested in the long-term return that a parliamentary education programme can provide. Others have prioritised the use of their parliament building as the central point of better public relations. Common to all such strategies are media relations and the web. Media relations are the traditional and still dominant and essential way to communicate with the public. The web offers the greatest scope to change and improve the level of understanding between parliaments and their respective citizens. It also has a very significant reach, or potential audience, and is a highly cost-effective mode of communication. In 2007 the Houses of the Oireachtas decided to join with other national parliaments in becoming proactive in seeking to address these problems by communicating and engaging with the public in a more strategic manner. Over the past five years, we have introduced a range of new initiatives and services, for example a redesigned website, a series of visitor guides, including guides in plain English, an education programme for post-primary school children, and a dedicated press service for Oireachtas Committees. The past five years have also seen Leinster House host a number of major public events such as Family Day and Culture Night. This new strategy seeks to build on these achievements. In developing it we have taken account of a number of important contextual factors, namely - The significant reduction in financial and staff resources The need to rebuild public confidence in the Houses of the Oireachtas following the collapse of the economy Ongoing negative coverage of the Houses and their Members by some sections of the media the advent of social media as an alternative form of communications the new cohort of younger and internetliterate Members The strategy for places a new emphasis on certain areas while reducing the focus on others. Overall, it is a plan of action that reflects the changed economic, social, political and technological environment in which we now operate. 2

7 Goals The twin goals of the Communications Strategy are to - Increase public understanding and improve public perception of the Houses of the Oireachtas and their Members. Our goals explained- In order to increase public understanding of the Houses and their Members, we will implement a comprehensive public information service that communicates with the public across the various media that the public choose. An integrated and reliable public information service can provide the public with up-to-date and accessible information about the parliament and the work of its Members. Our public information will be targeted and tailored for each of the different audiences. For example, adults will be able to access information via print and broadcast media (local and national) and brochures on the work of the Houses and their Members. Post-primary students will continue to have access to an Oireachtas classroom workshop and guided tours. In addition, our website will become easier to navigate and search, and more accessible to both the expert and non-expert. To improve perception, we will support factual, accurate and informed media coverage. We recognise the intrinsic role of a free press in a fully functioning parliamentary democracy. The media s scrutiny of the parliamentary system and the work of the Dáil, Seanad and Committees is an essential trigger for informed public debate and engagement with the parliament. For this reason, we will continue to place a strong emphasis on supporting the media so that it continues to report on parliamentary business. We also appreciate the power of the media in shaping public perception and influencing levels of public understanding of the role of the Houses of the Oireachtas. For this reason, we will be proactive in responding and correcting inaccurate and misleading media coverage. In doing so, we will seek to protect the reputation of the Houses of the Oireachtas and support the public s right to accurate and up-to-date information. We will also develop other platforms, for example social media, to communicate the work of the Houses directly to our stakeholders 3

8 Objectives and Strategies Media The objectives of the Communications Strategy are to provide accurate and timely information about the Houses of the Oireachtas to the media; improve public access to and engagement with the Houses of the Oireachtas and its Members and communicate the functions and work of the Houses of the Oireachtas to a wide range of stakeholders. Strategies Eight strategies have been identified to deliver on our objectives - 1. Media 2. Web 3. Social Media 4. Broadcasting 5. Education 6. Visitor Experience 7. Public Events 8. Publishing Media Our policy is to be proactive and responsive in the delivery of our media service. The media service is measured by its capacity to provide accurate information about the work of the Dáil, Seanad and Committees in a timely manner and also by its efforts to disseminate it to all media in a targeted way. The core media service responds to daily enquiries from national and local media about every possible aspect of both parliamentary business and the operation of the Leinster House complex. In essence, it is a service that helps the media report information in context and with comment that is founded on fact. Since the adoption of our first Communications Strategy in 2007, a particular focus of our work has been to promote the work of Oireachtas Committees and this has achieved a significant increase in press coverage. 4

9 Media The national media is hugely influential in increasing levels of public understanding and shaping public opinion of the Houses and their Members. We support the national media in its work by providing journalists with accurate and timely information. Where coverage is inaccurate or misleading we are proactive in taking all appropriate steps to correct the public record. We recognise the parity between local and national media audiences, which reflects our aim of communicating with the public where they choose to receive their information. Repeated research has demonstrated that many people choose to receive their information about the Oireachtas and its Members from local media. To-date our local media strategy of delivering weekly reports highlighting the parliamentary work of local Oireachtas Members has proven to be very successful and it has increased coverage of parliamentary business in local newspapers by 272%. According to our research, local media is especially effective when communicating with those who feel they have a particularly low understanding of the role of the Oireachtas and its Members. Our media strategy for the period will comprise the following elements: 1. We will build a cohesive and active voice that speaks on behalf of the institution of parliament. In this context, we will work with Parliamentary Officeholders, members of the Houses of the Oireachtas Commission, and chairpersons of Oireachtas Committees in comm unicating directly with national and local media. 2. We will provide national media with accurate information on the business of the Dáil, Seanad and Committees. 3. We will provide the media with information that explains how the parliament works and how it is administered. 4. We will correct promptly inaccurate, misleading or unbalanced coverage in order to protect the reputation of the Houses and their Members. 5. We will provide local media, both newspapers and radio, with weekly reports of the parliamentary work of their Oireachtas Members. 6. We will provide the media with access to the audio and visual records of the proceedings so that they may disseminate and syndicate our content. 7. We will support and advise all Members in the communication of their parliamentary work to the media. 5

10 Web During the course of this communications strategy we will transform our website into a highly accessible, searchable, reliable, flexible and responsive web presence. Our web service has to be customer-focused and user friendly, and it will be guided by three core principles: accessibility, reliability and flexibility. The web will become an integral part of our communications activities and, in particular, we will use it as A media service A public information, education, publishing service An instant point of access to the business of the Oireachtas and The development of our web presence during the period of this strategy will comprise the following phases: Phase 1 Consolidation: A transfer from a multiple of content management systems (CMS) to a single CMS will achieve efficiencies in terms of data creation, processing and management. For the user, consolidation to one CMS will make our information more accessible. Phase 2 Procedural: Implement web technical plan and review suitability of single CMS to long-term requirements. Phase 3 Operational: Support a decentralised web management system to ensure consistency in standards (e.g. up-to-date, plain language, good design and look and feel, integrated archiving). A tool for feedback, consultation and engagement Web communications have moved beyond websites and the traditional focus on the website has limited external relevance. Instead, the objective should be to make our content (e.g. the visual and audio records of the proceedings of the Dáil, Seanad and Committee s) easy to access and to adapt across a range of web-based communications platforms, including APP s. 6

11 Social Media Approximately half the adult population of Ireland are regular users of social media. 45% of adults use Facebook whilst 386,000 adults have a Twitter account (IPSOS MRBI Nov. 2011). In terms of political communication and marketing, social media is now an essential feature of an effective service or campaign. Social media is also an ideal form of communication for a national parliament. The constant output from parliament suits the instant information flow that a successful social media presence can exploit. Daily and hourly activity across the Dáil, Seanad and Committees provides rich content for dissemination across various social media. Furthermore, parliamentary content is both audio and visual and so can be applied in a multiple of ways. Our current social media service incorporates Twitter, Facebook, YouTube and Flickr. provides an instant and reliable source of each stage of business from Dáil, Seanad and Committees. It provides access to all press releases and media notices of pending events. It links to webcasting and to photographic records where relevant. Facebook - hosts all media releases, video clips and photography of events, such as report launches. YouTube - hosts short information films, video clips of Members and major video reports. Flickr hosts a library of images from Leinster House including distinguished visitors and major events. Our social media strategy for the period will comprise the following elements: 1. Developing a corporate policy for the use of social media. 2. Developing a social media-based news service. 3. Promoting access to our content via social media (e.g. Dáil, Seanad debates and Committees, broadcast content, reports, media announcements, photographs and publications). 4. Using social media to facilitate two-way communication by the Houses of the Oireachtas (e.g. public consultation by Oireachtas Committees) and 5. Using social media to promote syndication of our content. 7

12 Broadcasting Our aim now is to add value through the development of a parliamentary television channel, a user-friendly webcasting service and on-line syndication Since 1990 the Houses of the Oireachtas has operated a fully resourced parliamentary broadcasting service. It provides audio-visual content of the proceedings of the Dáil, Seanad and Committees to a range of media organisations. The principle recipients of this content are national broadcasters. This strategy seeks to take this content further. The Houses of the Oireachtas broadcasting infrastructure is, on average, over 10 years old. A phased equipment replacement process will be undertaken so as to avoid systems and service failure. With this upgraded system, maintenance costs will be reduced and we will be in a position to move beyond our traditional approach to broadcasting. Our traditional approach to parliamentary broadcasting was to supply content to the broadcast media rather than utilising it at source. Our aim now is to add value through the development of a parliamentary television channel, a user-friendly webcasting service and on-line syndication. A parliamentary television channel provides the public with the choice to watch the proceedings of their parliament when and where they choose. Rather than achieving prime-time viewership levels, the goal of the project is to allow the public choose when it views events in their parliament. This approach achieves maximum audience reach. Integrating conventional television broadcasting with the emergence of web television will both future-proof the service and ensure greater value-for-money. The first phase in this convergence of television and web will deliver user-friendly webcasting of all Oireachtas proceedings. In tandem with better webcasting will be the adoption of a policy of facilitating and encouraging syndication of broadcast content. In essence, syndication allows others to disseminate broadcast content. Whereby traditionally Oireachtas broadcast content was almost exclusively available only to our national broadcasters, providing the on-line facilities to syndicate our content represents a fundamental shift towards making our content available to everyone. The Houses of the Oireachtas can reach a much greater audience by bringing diversity to its broadcasting service. This will include a parliamentary television channel, user-friendly webcasting and ultimately WebTV. Moreover, making its content freely and easily available to third parties across all media, who in turn bring it to their respective niche audiences, will deliver greater value-for-money from the existing broadcasting investment. 8

13 Education In summary, our broadcasting strategy for the period will comprise the following elements: 1. Maintenance of core service: A phased equipment replacement process will be undertaken so as to avoid systems and service failure. 2. Parliamentary Television: The current pilot transmission to the summer of 2012 is the first phase to be followed by a service that is accessible to all households. 3. Webcasting: A new webcasting facility that is user-friendly and features a comprehensive playback option. 4. Syndication: Develop user-friendly, on-line video-clip and editing tools which will be freely accessible to all. Education National parliaments with a deficit in public trust and understanding have recognised how education can help alleviate the effects of low public engagement with the institution. Educating the next generation of voters has been a policy of the Houses of the Oireachtas Commission since Over 20,000 post-primary students have participated in the Oireachtas education programme in that period. One outcome has been a marked increase in the number of CSPE students opting for the politics strand of the programme since the initiative began. Currently two-thirds of Oireachtas education workshops take place on-site while one-third are off-site. The aim now is to host all workshops on-site in Leinster House as part of the visitor programme while in addition providing an on-line programme to all schools. The success of this shift from classroom-based workshops to on-line delivery of the programme will be measured by the range of engagement achieved during the lifespan of this new strategy. Our education strategy for the period will comprise the following elements: 1. The development of an on-line Oireachtas classroom programme which will be available to all post-primary schools and students who wish to explore the parliamentary and political system; and 2. The undertaking of a feasibility study intothe development of a dedicated visitor space within the Leinster House Complex. 9

14 Visitors Public Events Leinster House is one of the most established and recognisable identities in Irish minds. In a country where public interest in politics is considered to be exceptionally high, Leinster House is the centre of that public interest. For this reason, it is important that our communications strategy seeks to engage with the public and improve the public s perception of the parliament. The current visitor experience comprises a public tour that hosts up to 80,000 people per annum; a public events programme that hosts up to 10,000 people per annum; and an education programme that hosts over a 1,000 students per annum. Our visitor facilities include a shop and merchandising, visitor brochures, a public information film, access to refreshments, and an audio-visual room. Providing the public with the opportunity to visit Leinster House is a critical part of our communications strategy. The challenge now is to maintain our level of visitor engagement within the context of reduced resources and to improve the visitor experience by using existing resources (e.g. the education programme) and facilities (e.g. a room dedicated to visitors) more efficiently. Our visitor strategy for the period will, therefore, comprise the following elements: 1. Providing limited walk-up access to the Leinster House visitor experience. Public Events Since 2008 the Houses of the Oireachtas has run a range of public events. Events, especially large scale public events, are a highly effective and established means of communication. They achieve a level of public understanding and media recognition far beyond the number of people who attend them. However, by their nature they are also costly to run and because of this represent a higher public relations risk than other forms of communication. In view of the significantly reduced financial resources and other competing priorities it will not be feasible to run large scale public events, such as Family Days, during the period of this strategy. Instead, a number of smaller events will be hosted annually and on a once-off basis. These will include - The annual Culture Night which is held each September and which provides visitors with access throughout the parliamentary complex. (Leinster House has been a participating venue since 2009). - The National Bravery Awards which are co-hosted with the Department of Justice. These recognise acts of bravery by Irish citizens and present the Houses of the Oireachtas with a lead role in a national civic event. 2. Improving our shop and merchandising. 3. Developing our tours and 4. Scoping and costing the creation of a Leinster House visitor space. 10

15 Publishing Publishing The Houses of the Oireachtas Service publishes on behalf of the Dáil, Seanad and Committees. These publications should be easily understood by the public. This publishing strategy seeks to ensure we publish to the public in a way that is consistent in both design and the language we use. This publishing strategy seeks to ensure we publish to the public in a way that is consistent in both design and the language we use To-date the Houses of the Oireachtas Service has developed a publishing style guide, undertaken a series of staff workshops introducing the concept of plain English and produced a plain language guide explaining how the Houses of the Oireachtas works. Using plain language makes good business sense. It allows the reader to understand better your information, enables you to provide a more efficient customer service and leads to fewer complaints and repeated questions. The next step is to ensure that a plain language publishing policy is consistently implemented and supported. Publishing must also include web content and design as well as traditional publications. During the course of this strategy we will therefore ensure that - - The primary publishing units within the Oireachtas (Committees Section, Office of the Commission and Secretary General and the Communications Unit) apply the plain English style guide to all documents intended for the public; - Training in plain English is provided to all staff involved in publishing and web content management. Follow us on: 11

16 Performance Measurement Framework Goal/Objective Outcome/Indicator Data Source Responsibility for Reporting Frequency of Measurement To increase public understanding of the Houses and their Members A 10% increase in the level of public understanding over the lifetime of this strategy (baseline for 2012 is 50%) Web and Education key indicators Independent market research Mark Mulqueen Annual To improve public perception of the Houses and their Members A 5% improvement in the level of public perception over the lifetime of this strategy (baseline for 2012 is 45%) Independent market research Mark Mulqueen Annual To provide accurate and timely information about the Houses of the Oireachtas to the media A 5% increase in coverage of proceedings of Dáil, Seanad and Commitee Media monitoring, Internal tracking Mark Mulqueen Annual To improve public access to and engagement with the Houses of the Oireachtas and its Members A 10% increase in webbased engagement; webcasting viewers; TV audience reach; syndication Visits, followers, Google Analytics, internal tracking Mark Mulqueen Annual To communicate the functions and work of the Houses of the Oireachtas to a wide range of stakeholders Regular spokespersons, weekly local radio and newspaper reports, Committee coverage, on-line promotion of proceedings Internal tracking; Google Analytics Mark Mulqueen Annual 12

Engaging through social media. Carl Holloway, Senior Communications Officer, Preston City Council

Engaging through social media. Carl Holloway, Senior Communications Officer, Preston City Council Engaging through social media What are the benefits of using social media? o Cost effective most channels are free or have a small cost aside from staff time. o Instant direct communication with a mass

More information

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014

Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 Let s talk Stevenage Borough Council Corporate Communications Strategy 2011 to 2014 2 Corporate Communications Strategy 2011-2014 Contents Let s Talk, Councillor Sharon Taylor, Leader of Stevenage Borough

More information

Planning & Building Standards. Draft Customer Engagement Strategy August 2015

Planning & Building Standards. Draft Customer Engagement Strategy August 2015 Draft Customer Engagement Strategy August 2015 1. Introduction 1. Who are our customers? 2. What is engagement? 2. Consulting with our customers 7. Communicating with our customers 9. Planning information

More information

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work:

ARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work: Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain

More information

Overview of HSE Digital Communications Strategy

Overview of HSE Digital Communications Strategy Overview of HSE Digital Communications Strategy Background Digital media refers to a wide and ever expanding range of communication tools; from websites, intranets and social media tools, to mobile communications,

More information

Digital TV switchover: Social media

Digital TV switchover: Social media Digital TV switchover: Social media By Matt Heselden, Social media lead Summary With the growth in popularity of social media, we recognised that increasing numbers of consumers and opinion formers would

More information

hite News & Social Media Naroclips Instant Intelligence

hite News & Social Media Naroclips Instant Intelligence hite Papers News & Social Media at a Glance Naroclips Instant Intelligence The Essence & Types of Media In basic terms, media monitoring is the act of systematic reading, watching, listening and recording

More information

SOCIAL MEDIA STRATEGY 2013 2015

SOCIAL MEDIA STRATEGY 2013 2015 SOCIAL MEDIA STRATEGY 2013 2015 October 2013 1 Contents 1. Background 2. Channels 3. Use 4. Management and Administration 5. Analytics and Reporting 6. Communication and Employee Engagement 7. Timeline

More information

Aneurin Bevan Health Board. Draft Communications and Engagement Framework

Aneurin Bevan Health Board. Draft Communications and Engagement Framework Aneurin Bevan Health Board Draft Communications and Engagement Framework Working with you for a healthier community, Caring for you when you need us, Aiming for excellence in all that we do Author: Head

More information

Journalism and Public Relations: Spotting the difference

Journalism and Public Relations: Spotting the difference Journalism and Public Relations: Spotting the difference Journalism and public relations are sometimes perceived as possessing similar traits and working towards related goals. A number of companies take

More information

A Guide to Promoting your Project

A Guide to Promoting your Project Contents 1. Introduction 2. Why Promotion? 3. Channels Traditional Media i. Television ii. Radio iii. Print Digital Media 4. Planning Assigning Roles i. Coordinating ii. Speaking iii. Writing iv. Photographer

More information

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc

Communications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications

More information

Job Description. Job Title Media Manager Function PR & Corporate Communications Reporting to Director of PR & Corporate Direct Reports Media Officer

Job Description. Job Title Media Manager Function PR & Corporate Communications Reporting to Director of PR & Corporate Direct Reports Media Officer Job Description Job Title Media Manager Function PR & Corporate Reporting to Director of PR & Corporate Direct Reports Media Officer Working Hours Standard 35 hours per week Normally working Mon Fri 9:30

More information

Communications and Stakeholder Engagement Strategy

Communications and Stakeholder Engagement Strategy Communications and Stakeholder Engagement Strategy 1 Context Safer Better Care, The s Corporate Plan 2008 2010 outlines the role that the Authority will play in bringing about the necessary improvements

More information

Program 7 Customer Focus. Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere.

Program 7 Customer Focus. Council will be a customer focused organisation that is Dedicated to Customers: Everyone. Everywhere. Customer Focus Program Goal Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every time" Program Description As an enabling program, Customer Focus

More information

Seirbhís Thithe an Oireachtais Houses of the Oireachtas Service. Customer Charter 2011-2013

Seirbhís Thithe an Oireachtais Houses of the Oireachtas Service. Customer Charter 2011-2013 Strategic Plan 8pg REV7 21/01/2009 10:11 Page 1 Seirbhís Thithe an Oireachtais Houses of the Oireachtas Service Customer Charter 2011-2013 The Houses of the Oireachtas Service Customer charter The Houses

More information

NIFRS CORPORATE COMMUNICATIONS STRATEGY

NIFRS CORPORATE COMMUNICATIONS STRATEGY NIFRS CORPORATE COMMUNICATIONS STRATEGY 2015-2020 Prepared by: Corporate Communications Department CONTENTS 1. Introduction 2. Context & Background 2.1 Key Issues & Influences 3. Communication Objectives

More information

Preparing for and coping with a crisis online. White Paper 2 Crisis management in a digital world

Preparing for and coping with a crisis online. White Paper 2 Crisis management in a digital world Contents 3 6 11 16 19 Introduction Preparing for a crisis During a crisis After the crisis About The Partners Group 2 In the new world of social media and mobile technology, communication is instantaneous,

More information

Communications Strategy

Communications Strategy Communications Strategy April 2009 March 2011 www.lincolnshire.gov.uk Introduction Since the launch of its Communications Strategy 2007-09, Lincolnshire County Council has made good progress in implementing

More information

Marketing, Recruitment and Admissions. Marketing Strategy 2013-2015

Marketing, Recruitment and Admissions. Marketing Strategy 2013-2015 Marketing, Recruitment and Admissions Marketing Strategy 2013-2015 November 2013 The Marketing Strategy is created cooperatively by the Department s marketing managers and exists to advance the University

More information

The Highland Council

The Highland Council The Highland Council Communities and Partnerships Committee 9 June 2016 Corporate Communications Strategy Update Report by Corporate Communications Manager Summary Agenda Item Report No 7 CP 13/16 A 2

More information

2000-2015 GROWING YOUR BUSINESS INTEGRATED MARKETING SOLUTIONS

2000-2015 GROWING YOUR BUSINESS INTEGRATED MARKETING SOLUTIONS 15 Years p u b l i c i t y 2000-2015 GROWING YOUR BUSINESS INTEGRATED MARKETING SOLUTIONS Growing your business Whether you are sowing the seeds for a new business or are well established, Mosaic Publicity

More information

Introduction... 1. FreeTradeIreland.ie Statistics... 3. Technical Developments... 6. Building Awareness of the Service... 8

Introduction... 1. FreeTradeIreland.ie Statistics... 3. Technical Developments... 6. Building Awareness of the Service... 8 Table Of Contents Introduction... 1 Background... 1 Waste Policy & Legislation... 1 FreeTradeIreland.ie Statistics... 3 Technical Developments... 6 FreeTrade Promotional Video... 6 Homepage Upgarde...

More information

REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY. Report by Shirley Rogers, Director of Human Resources and Clinical Development

REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY. Report by Shirley Rogers, Director of Human Resources and Clinical Development REPORT TO THE SCOTTISH AMBULANCE SERVICE BOARD COMMUNICATIONS STRATEGY Report by Shirley Rogers, Director of Human Resources and Clinical Development ABSTRACT This paper summarises the key aims, objectives

More information

Module Overview USING SOCIAL MEDIA IN BUSINESS. Personal Information

Module Overview USING SOCIAL MEDIA IN BUSINESS. Personal Information USING SOCIAL MEDIA IN BUSINESS MODULE OUTLINE DURATION: 22 nd July to 9 th August 2013: 6 sessions of two hours MODULE LEADER: David Kirkham, TD, BA, MSc, PhD E: david.kirkham@calistroconsultants.com T:

More information

Joint Oireachtas Committee on Jobs, Enterprise and Innovation

Joint Oireachtas Committee on Jobs, Enterprise and Innovation Joint Oireachtas Committee on Jobs, Enterprise and Innovation Job creation, innovation and balanced economic development in the creative economy 28 th April 2015 Opening Statement by Brian Dalton, Managing

More information

BA (Hons) Broadcast Journalism and BA (Hons) Print Journalism

BA (Hons) Broadcast Journalism and BA (Hons) Print Journalism BA (Hons) Broadcast Journalism and BA (Hons) Print Journalism These degree courses share all modules except for the practical modules that are specific to either broadcast or print. There are no options

More information

COMMUNICATIONS & ENGAGEMENT PLAN

COMMUNICATIONS & ENGAGEMENT PLAN COMMUNICATIONS & ENGAGEMENT PLAN 2016-2018 Creating A better environment Creating a better environment contents 1 General...3 1.1 Introduction 1.2 Internal Stakeholders 1.3 External Stakeholders 1.4 Organisational

More information

Marketing Guide for Authors

Marketing Guide for Authors Marketing Guide for Authors About Marketing at Wolters Kluwer Wolters Kluwer has a reputation for delivering authoritative content that delivers vital insights and guidance from subject matter experts.

More information

Digital video case studies

Digital video case studies Digital video case studies for B2B direct marketing web video marketing www.webvm.co.uk B2B Video Case Studies make a difference 1 Client case studies are undoubtedly a very effective way of demonstrating

More information

Communications Strategy 2013-16

Communications Strategy 2013-16 Communications Strategy 2013-16 Background The Probation Board (PBNI), established as a publicly appointed Board in 1982, is an executive Non-Departmental Public Body of the Department of Justice. It plays

More information

3. To manage search engine optimisation to ensure that the College website performs well in search rankings and has a strong online brand presence.

3. To manage search engine optimisation to ensure that the College website performs well in search rankings and has a strong online brand presence. JOB DESCRIPTION POST: Web Designer GRADE: Scale 6 RESPONSIBLE TO: Marketing & Communications Manager KEY PURPOSE: To manage, maintain and develop the College s website and online digital channels and to

More information

ongo Job Title: Digital Marketing Officer Department: PR & Marketing Team: Digital Services Team Grade: 7

ongo Job Title: Digital Marketing Officer Department: PR & Marketing Team: Digital Services Team Grade: 7 ongo Job Title: Digital Marketing Officer Department: PR & Marketing Team: Digital Services Team Grade: 7 Overall Purpose of Job Your job is to be the digital expert within our PR & Marketing team, driving

More information

Marketing and Communications Strategy. Warwickshire County Council

Marketing and Communications Strategy. Warwickshire County Council Marketing and Communications Strategy Warwickshire County Council 2014-2018 Foreword demonstrable value integrated corporate function customers at heart The marketing and communications team sets the strategic

More information

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation.

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation. Draft Communications Strategy -2018 1. Introduction and context 1.1. In the challenging and changing environment of local government, it s really important that regular, reliable and accurate information

More information

IPCE Institute for Policy and Civic Engagement http://www.uic.edu/cuppa/ipce/

IPCE Institute for Policy and Civic Engagement http://www.uic.edu/cuppa/ipce/ IPCE Institute for Policy and Civic Engagement http://www.uic.edu/cuppa/ipce/ TRANSPARENCY, CIVIC ENGAGEMENT, AND TECHNOLOGY USE IN LOCAL GOVERNMENT AGENCIES: FINDINGS FROM A NATIONAL SURVEY April 2011

More information

BA (Hons) Broadcast Journalism and BA (Hons) Journalism 2016

BA (Hons) Broadcast Journalism and BA (Hons) Journalism 2016 BA (Hons) Broadcast Journalism and BA (Hons) Journalism 2016 These degree courses share all modules except for the practical modules that follow either the Broadcast Journalism Training Council (BJTC)

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Job description: Digital Communications Officer

Job description: Digital Communications Officer Job description: Digital Communications Officer 1. General Job Title: Location: Reporting to: Responsible for: Digital Communications Officer London (with potential for occasional overseas travel) Communications

More information

JOINT FACULTY DIGITAL COMMUNICATIONS STRATEGY

JOINT FACULTY DIGITAL COMMUNICATIONS STRATEGY LONDON S GLOBAL UNIVERSITY JOINT FACULTY DIGITAL COMMUNICATIONS STRATEGY UCL Arts & Humanities (AH) UCL Social & Historical Sciences (SHS) UCL School of Slavonic & East European Studies (SSEES) October

More information

Communication Strategy

Communication Strategy Mid Devon District Council Communication Strategy Policy Number: CM 001 May 2015 Communication Strategy Version 1.1 May 2015 Page 1 Communication Strategy Version Control Sheet Title: Purpose: Owner: Communication

More information

Adults Media Use and Attitudes Report 2014

Adults Media Use and Attitudes Report 2014 Adults Media Use and Attitudes Report 2014 Research Document Publication date: April 2014 1 Contents Section Page 1 Executive summary 4 2 Introduction 10 2.1 Ofcom s duties 10 2.2 What is media literacy?

More information

starting your website project

starting your website project starting your website project Here are three comprehensive posts from our blog, refined and updated through feedback from our clients. Together, they cover the essentials of building a successful website.

More information

Case study: developing an internal communications and engagement strategy

Case study: developing an internal communications and engagement strategy Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving

More information

school resource CREATE DEBATE THE

school resource CREATE DEBATE THE school resource CREATE THE DEBATE welcome The Create the Debate pack has been produced by Parliament s Education Service with help from the UK Youth Parliament and BBC Three s Free Speech. This easy-to-use,

More information

Corporate Communications Strategy

Corporate Communications Strategy Corporate Communications Strategy March 2011 TABLE OF CONTENTS TOPIC PAGE # Objective 3 Background 3 Target Groups 3 Core Components 3 1. Internal Communications 4 2. External Communications 5 3. Social

More information

Communication and Marketing Strategy 2012-2016

Communication and Marketing Strategy 2012-2016 Communication and Marketing Strategy 2012-2016 September 2012 1 Contents: Table of Contents 1. Aim of the Strategy... 3 2. Introduction... 3 3. Scope of the Communications and Marketing Strategy... 4 4.

More information

Get up to Speed with Superfast Broadband Business Engagement Activity Ideas

Get up to Speed with Superfast Broadband Business Engagement Activity Ideas Get up to Speed with Superfast Broadband Business Engagement Activity Ideas Get up to Speed programme can provide a range of activities for businesses A talk or seminar to your business or business group

More information

Policy Brief 9. The Use of Social Media in the 2010 Niagara Municipal Election. March 2011. Introduction

Policy Brief 9. The Use of Social Media in the 2010 Niagara Municipal Election. March 2011. Introduction 1 Policy Brief 9 March 2011 The Use of Social Media in the 2010 Niagara Municipal Election Introduction The traditional tool of the municipal election has been shoe leather. Candidates walked from door

More information

Corporate Communications Strategy

Corporate Communications Strategy County of Peterborough December 2013 County of Peterborough Energy Management Plan v2.0 (February, 2013) Page 1 of 12 Objective The purpose of this communication strategy is to ensure that communication

More information

Communication Strategy

Communication Strategy Communication Strategy 2010-2012 Introduction 3 Our Aims 4 Our Principles 5 Our Audiences 5 Current Communications Channels 6 Communications Action Plan 2010-2012 8 Further Guidance 13 2 Introduction...we

More information

Editor and Co-ordinator: Key Correspondents Programme

Editor and Co-ordinator: Key Correspondents Programme Job Description and Person Specification Job description: Alliance Mission: Media Manager We are an innovative alliance of nationally based, independent, civil society organisations (our Linking Organisations

More information

Waterford Chamber Skillnet Training

Waterford Chamber Skillnet Training Waterford Chamber Skillnet Training Course Title: Diploma in Digital Marketing Duration: 10 Evenings over 10 weeks Trainer: Digital Marketing Institute For the Trainee: Who should attend: The Professional

More information

Good practice Public Service Communications Unit Communications Function Review 2009

Good practice Public Service Communications Unit Communications Function Review 2009 Final text: 06/04/10 Good practice Public Service Unit Function Review 2009 Purpose The purpose of this paper is to outline recommendations on good practice communications unit models and guidelines for

More information

CORPORATE COMMUNICATIONS STRATEGY 2016/19

CORPORATE COMMUNICATIONS STRATEGY 2016/19 CORPORATE COMMUNICATIONS STRATEGY 2016/19 1. INTRODUCTION Good communications are the mainstay of any successful organisation and local government is no exception to the rule. Research shows that communication

More information

SOCIAL MEDIA PROFILE ANALYSIS. Media Organisations and Journalists

SOCIAL MEDIA PROFILE ANALYSIS. Media Organisations and Journalists SOCIAL MEDIA PROFILE ANALYSIS Media Organisations and Journalists Report developed by Dialogue Consulting. Copyright to the Mindframe National Media Initiative. February 2013. Background to the study The

More information

DRAKENSTEIN MUNICIPALITY

DRAKENSTEIN MUNICIPALITY DRAKENSTEIN MUNICIPALITY COMMUNICATIONS POLICY Communications Policy of Drakenstein Municipality Policy Objective The purpose of this policy is to ensure that communications across Drakenstein Municipality

More information

Mobile Marketing Trends and small businesses

Mobile Marketing Trends and small businesses Mobile Marketing Trends and small businesses LEGAL NOTICE The Publisher has strived to be as accurate and complete as possible in the creation of this report, notwithstanding the fact that he does not

More information

2010 Brightcove, Inc. and TubeMogul, Inc Page 2

2010 Brightcove, Inc. and TubeMogul, Inc Page 2 Background... 3 Methodology... 3 Key Findings... 4 Online Video Streams... 4 Engagement... 5 Discovery... 5 Distribution & Engagement... 6 Special Feature: Brand Marketers & On-Site Video Initiatives...

More information

Equal Partners Strategy Summary

Equal Partners Strategy Summary Equal Partners Strategy Summary Informing Consulting Listening Involving Empowering For further information please contact: Sue Eato, Associate Director of Service User and Carer Involvement sue.eato@covwarkpt.nhs.uk

More information

2. Website and microsites 3. Digital Campaign Planning and Implementation 4. E-marketing

2. Website and microsites 3. Digital Campaign Planning and Implementation 4. E-marketing Job Description Department: Communications Job Title: Digital Manager Reports to: Commercial Director Reports: Senior Digital Officer, Digital Assistant Background: Shakespeare's Globe is a unique international

More information

Corporate Communications Strategy

Corporate Communications Strategy Corporate Communications Strategy 2014 2019 Contents Introduction 1.0 Aims 2.0 Key principles 3.0 Key aspirations and issues 4.0 External communications 4.1 External audiences 4.2 Publications strategy

More information

Social Media Guidance Overview

Social Media Guidance Overview Date: June 2012 Status: Updated and Revised Adapted from the Cabinet Office s Social Media Guidance Contents 1. Introduction 2. Communicate with citizens in the places they already are 3. Understand that

More information

Communications Strategy and Department Work Plan 2016-2017

Communications Strategy and Department Work Plan 2016-2017 Council, 22 March 2016 Communications Strategy and Department Work Plan 2016-2017 Executive summary and recommendations Introduction The Communications Strategy, which was approved by Council in March

More information

Ten Tips for Managing the Migration to Digital Television

Ten Tips for Managing the Migration to Digital Television Ten Tips for Managing the Migration to Digital Television A brief guide for African station managers By Meredith Beal Table of Contents Introduction.... 1 Benefits of Migration.......2 Migration Deadlines

More information

Health Consumers Council - Strategic Plan 2013-2015

Health Consumers Council - Strategic Plan 2013-2015 Health Consumers Council - Strategic Plan 2013-2015 Vision: Western Australian health consumers achieve the best possible outcomes from WA s public and private health services. HCC works to support the

More information

Creative media and digital activity

Creative media and digital activity Creative media and digital activity This information sheet is for prospective applicants to the Grants for the arts programme, who will be applying from 1 July 2013. Please also read our How to apply guidance

More information

COMMUNICATIONS STRATEGY

COMMUNICATIONS STRATEGY NORTH EASTERN EDUCATION AND LIBRARY BOARD COMMUNICATIONS STRATEGY COMMUNICATION 1 CONTENTS Page Introduction 3 Rationale 4 Principles of Communication 6 Key Stakeholders 7 Key Messages 10 The Current Situation

More information

All communications shall be effective and appropriate in terms of content, style, choice of technique, distribution, targeting and cost.

All communications shall be effective and appropriate in terms of content, style, choice of technique, distribution, targeting and cost. The Director of Education for is dedicated to providing open and honest information in a timely fashion to all of the Board s stakeholders. The Director is also dedicated to supporting essential relationships

More information

MARKETING & COMMUNICATIONS STRATEGY

MARKETING & COMMUNICATIONS STRATEGY In MARKETING & COMMUNICATIONS STRATEGY 2016-2019 Prepared by: Verity Calderbank EIA Required? Date effective from: 01/03/2016 EIA Completed? Policy approved by: Click here to enter name. Revision number:

More information

Overview. Here to serve, Cedarville University Marketing Department Tyler 212 Suite cedarville.edu/marketing

Overview. Here to serve, Cedarville University Marketing Department Tyler 212 Suite cedarville.edu/marketing Social Media Policy Overview... 2 Using Social Media on Behalf of Cedarville University... 3 Content Management... 4 Best Practices... 4 Facebook... 5 Twitter... 5 Blogs... 6 Photos... 6 Video... 6 Comments

More information

Customer Access Strategy

Customer Access Strategy Customer Access Strategy modernising the way we engage with our customers 1 Contents 1. Introduction 2. Context 3. Vision 4. Principles 5. Channel Shift 6. Delivery 7. Key Outcomes and Measures 8. Delivery

More information

Invitation to tender for design and build of new website

Invitation to tender for design and build of new website Invitation to tender for design and build of new website www.richmix.org.uk @RichMixLondon @RichMixVenues Rich Mix is looking for a website agency to work closely with our Head of Marketing and Marketing

More information

Acas. Business Plan 2015/16

Acas. Business Plan 2015/16 Acas Business Plan 2015/16 Contents Page Foreword Planning framework Management structure Strategic Plan 2014 2016 Working with others Increasing Reach and Choice Value for Money Spending Controls 1 2

More information

COMMUNICATIONS STRATEGY 2014-2018

COMMUNICATIONS STRATEGY 2014-2018 COMMUNICATIONS STRATEGY 2014-2018 1. INTRODUCTION Communications is at the core of everything the Council does. This strategy outlines how we will plan and manage our communications activities over the

More information

Using social media to promote children s play

Using social media to promote children s play Using social media to promote children s play Community play briefing 8 A briefing for community groups, voluntary and community sector organisations and others interested in using social media to campaign

More information

Background. Workshop Details

Background. Workshop Details Background There is a lack of training in the broadcast market that is tailored specifically to the unique challenges that marketing strategy of broadcast promotion and its implementation provides. We

More information

Back to basics in consumer protection: a fair treatment

Back to basics in consumer protection: a fair treatment SPEECH Gabriel Bernardino Chairman Back to basics in consumer protection: a fair treatment Better Finance for All Reykjavik, 27 June 2014 Page 2 of 8 Ladies and Gentlemen, Let me start by thanking Better

More information

Premium Advertising Sweden UK France Germany

Premium Advertising Sweden UK France Germany Premium Advertising Sweden UK France Germany On behalf of Widespace 05.11.2015 Content Study design Management Summary Sample Results Total Sweden UK France Germany Contact 2 Study design Study characteristics

More information

EN 1 EN TABLE OF CONTENTS

EN 1 EN TABLE OF CONTENTS TABLE OF CONTENTS ACTION PLAN TO IMPROVE COMMUNICATING EUROPE BY THE COMMISSION.. 2 1. Political commitment and ownership... 4 1.1. Involving Commissioners more... 5 1.2. Group of Commissioners for Communication

More information

BEST PRACTICES, Social Media. Name of Local Government: City of Port Coquitlam

BEST PRACTICES, Social Media. Name of Local Government: City of Port Coquitlam 2012 COMMUNITY EXCELLENCE AWARDS Category Worksheet BEST PRACTICES, Social Media Name of Local Government: City of Port Coquitlam Project Summary Paragraph Please provide a summary of your project, program

More information

Join ibt. Make sure the world doesn t look away

Join ibt. Make sure the world doesn t look away Join ibt Make sure the world doesn t look away ibt is ABle to very effectively influence the top levels of the BroAdcAst industry Oxfam What is IBT? We are a charity which, for over 30 years, has built

More information

DMI ME. Professional Diploma in Digital Marketing. www.dmime.com phone: +971 4 454 0364 marketing@dmime.com. DIGITAL MARKETING INSTITUTE Middle East

DMI ME. Professional Diploma in Digital Marketing. www.dmime.com phone: +971 4 454 0364 marketing@dmime.com. DIGITAL MARKETING INSTITUTE Middle East DMI ME DIGITAL MARKETING INSTITUTE Middle East Professional Diploma in Digital Marketing www.dmime.com phone: +971 4 454 0364 marketing@dmime.com Professional Diploma in Digital Marketing Introduction

More information

Introduction to the Public Affairs Directorate

Introduction to the Public Affairs Directorate Introduction to the Public Affairs Directorate Anne Brunner-Ellis and Lisa Seddon 11 November 2015 Our objectives To increase public understanding of the aims and activities of the collegiate University.

More information

LEEDS CITY REGION SMALL BUSINESS DIGITAL CAPABILITY PROGRAMME

LEEDS CITY REGION SMALL BUSINESS DIGITAL CAPABILITY PROGRAMME LEEDS CITY REGION SMALL BUSINESS DIGITAL CAPABILITY PROGRAMME EVALUATION REPORT Prepared by James Hopton, Research & Intelligence Team Leeds City Region Enterprise Partnership CONTENTS 1. PURPOSE OF THIS

More information

Guidance for Teachers 2015

Guidance for Teachers 2015 Guidance for Teachers 2015 GCSE Media Studies (4810) Unit 1 External Assessment Topic Television News General Guidance on Unit 1 The following guidance is intended to support the Unit 1 external assessment

More information

Honours Degree (top-up) Computing Abbreviated Programme Specification Containing Both Core + Supplementary Information

Honours Degree (top-up) Computing Abbreviated Programme Specification Containing Both Core + Supplementary Information Honours Degree (top-up) Computing Abbreviated Programme Specification Containing Both Core + Supplementary Information 1 Awarding Institution / body: Lancaster University 2a Teaching institution: University

More information

Job Advertisement Communications Manager

Job Advertisement Communications Manager Job Advertisement Communications Manager The European Network on Statelessness (ENS) is a network of NGOs, academic initiatives and individual experts committed to addressing statelessness in Europe (100

More information

BEST PRACTICES, Social Media. Project Summary Paragraph Please provide a summary of your project, program or practice in 150 words or less.

BEST PRACTICES, Social Media. Project Summary Paragraph Please provide a summary of your project, program or practice in 150 words or less. 2013 COMMUNITY EXCELLENCE AWARDS Category Worksheet BEST PRACTICES, Social Media Name of Local Government: City of Surrey Project Summary Paragraph Please provide a summary of your project, program or

More information

The Role of Media Influencers is Changing. The Media s Appetite for Digital Content is Strong

The Role of Media Influencers is Changing. The Media s Appetite for Digital Content is Strong The Role of Media Influencers is Changing The role of media influencers has changed dramatically in the last few years. These changes are not just challenges, they are opportunities. As the D S Simon Media

More information

When soliciting constituent comments to include discussions, State agencies must:

When soliciting constituent comments to include discussions, State agencies must: 7.13 Social Media The purpose of policy 7.13 Social Media is to assist departments who participate in Internet-based social media outlets to be effective and conscious while using the resources of social

More information

Transitional Strategic Plan Youth Work Ireland 2013 & 2014

Transitional Strategic Plan Youth Work Ireland 2013 & 2014 Transitional Strategic Plan Youth Work Ireland 2013 & 2014 February 2013 PROLOGUE Welcome to Youth Work Ireland s Transitional Strategic Plan 2013 and 2014. As our Board evaluated the outcomes and impacts

More information

Driving greater loyalty in Europe. What consumers want and where brands are failing to deliver

Driving greater loyalty in Europe. What consumers want and where brands are failing to deliver Driving greater loyalty in Europe What consumers want and where brands are failing to deliver Research commissioned with consumers in France, Germany and Switzerland Executive summary Fast-changing technology,

More information

UNDERGRADUATE PROGRAMME SPECIFICATION

UNDERGRADUATE PROGRAMME SPECIFICATION UNDERGRADUATE PROGRAMME SPECIFICATION Programme Title: Awarding Body: Teaching Institution: Final Awards: Intermediate Awards: Mode of Study: UCAS Codes: QAA Benchmarks: Music Business and Production Staffordshire

More information

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY

INTRODUCTION DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY DERBYSHIRE COUNTY COUNCIL - COMMUNICATIONS STRATEGY INTRODUCTION Communication is at the heart of everything we do. Not only is it key to strengthening links with local people, service users, partner organisations

More information

Appendix 10: Improving the customer experience

Appendix 10: Improving the customer experience Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure

More information

North Yorkshire Fire & Rescue Service

North Yorkshire Fire & Rescue Service North Yorkshire Fire & Rescue Service Communications Strategy, 2015-18 1. Introduction & context North Yorkshire Fire & Rescue Service recognises the importance of effective external and internal communication.

More information

The Public Sector Guide to Social Media Strategy and Policy

The Public Sector Guide to Social Media Strategy and Policy The Public Sector Guide to Social Media Strategy and Policy Use social media with confidence. This guide contains practical steps that will help public sector agencies, organizations and departments develop

More information

JOB DESCRIPTION. PR and Marketing Executive. 37.5 hours per week, Monday Friday

JOB DESCRIPTION. PR and Marketing Executive. 37.5 hours per week, Monday Friday JOB DESCRIPTION Job Title: Department/Division: Reports to: Hours of Work: Location: Staff reports: Job Purpose: Dimensions: PR and Marketing Executive Members, Arts and Media Marketing and PR Manager

More information

Supporting busy sales teams with social learning QA s secrets of success!

Supporting busy sales teams with social learning QA s secrets of success! Supporting busy sales teams with social learning QA s secrets of success! In recognition of its expertise in social and virtual learning, Towards Maturity Ambassador QA, has been awarded gold at the elearning

More information