Good practice Public Service Communications Unit Communications Function Review 2009

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Good practice Public Service Communications Unit Communications Function Review 2009"

Transcription

1 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 the makeup of these units for agencies of varying size and type. It is designed to help public service chief executives make informed decisions about the structure and resourcing of the communications function in their organisation. The paper implements a recommendation of the Function Review 2009 (A report to the State Services Commissioner). Background New Zealand government agencies operate in an increasingly complex communications environment. Agencies deliver public communications programmes at a time when: public and Ministers expectations of government service delivery are growing; the government communications function is not clearly defined or understood, either within agencies or by the broader public; government communications are delivered in different ways by different agencies, leading to inconsistency in quality, style and approach; and demonstrating value for money is increasingly important. The following quote refers to the communications function in the British civil service, but is equally applicable to New Zealand: [It has been established that there is a] narrow view of communications which is often limited to media handling, rather than an ability to communicate effectively with many different audiences, which is integral to modern government. 1 In August 2008, an established group of communications managers from across the New Zealand public service approved a terms of reference for the Function Review 2009 (A report to the State Services Commissioner). A working group, comprising a different set of managers was set up and the review sponsor, State Services Commissioner Iain Rennie, agreed the terms of reference and directed the group, under the oversight of a steering group, to produce a report on its findings. The terms of reference set out the purpose of the review, including a requirement to provide a view of the current state of New Zealand public service communications and provide some guidance as to where improvements could be made. It achieved this by: 1 office.gov.uk/gcreview/news/index.html p.9 1

2 defining government agency communications providing a brief history of the function describing the current state of communications across New Zealand government agencies developing principles for the delivery of government agency communications, and providing an approach to improving government communications delivery in the short, medium and long term. The working group developed a project plan, which set out a programme designed to support these objectives. Specific deliverables were assigned to and spread across multiple agencies. The work for this paper was primarily undertaken by Department of Corrections staff, with input from other agencies (including Ministry of Justice) and supported by an external consultant with experience in review and design of communications functions. Recommendation from Function Review 2009 Chief Executives surveyed as part of the Function Review 2009 commented that a one size fits all communications structure was not appropriate for application across the public service agencies, given the speciality nature of many agencies. However, there is a paucity of reference information available to Chief Executives and other senior managers on what constitutes a modern, efficient and effective communications unit. The review report concluded there was merit in developing reference material describing typical model units with accompanying documentation describing indicative baseline resources to run such a unit. Recommendation 9 stated: Research is undertaken into the best practice communications units from which guideline information is produced on the makeup of model units for agencies of varying size and type. Guideline material to be included as a component of the Chief Executive Induction packs. The review report further suggested that typical model communications units be described using a matrix approach, as indicated: Small policy Medium policy Large policy Small operational Medium operational Large operational Internal comms Media Social marketing Web content Ministerial comms support OIAs, PQs etc Etc Approach to meeting the recommendation A team comprising communications staff from Justice and Corrections was assembled to address the recommendation. The team also used external resources, notably the 2

3 Department at Massey University and, towards the end of the process, an external consultant with experience in communications function review and design. The initial step was to contract the Department of Massey University to undertake a literature review to capture any international research or papers covering best practice in the design and resourcing of corporate communications units. This review revealed a range of publications discussing the practice of public relations / communications, but no useful reference material on the how the function should best be structured within an organisation, or what level and types of resources were relevant to different types of organisation. In the absence of strong evidence-based research on what is best practice for structuring and resourcing communications units, the team decided that it should instead provide advice on current good practice in the New Zealand public service. The advice that follows is therefore based on current practice within a range of government agencies (especially those where the function has recently undergone formal review) and on the views of experienced communications managers. While the team was able to broadly describe the characteristics of these different types of organisation and to suggest a possible division of resources between general types of communications activity based on the different characteristics, attempts to provide a matrix that could cover the diverse range of sizes and functions found within public service departments failed because of the specialty nature of many agencies noted by chief executives interviewed. The team concluded that there were simply too many variables to provide an accurate and useful matrix that would allow a chief executive to consult a table and say for a department of this size and function these are the communications resources I will need. The question then was, if the reality was too complex to describe in a matrix, were there other resources that could be provided that would be of practical use to a chief executive (and especially to a new chief executive) when thinking about the kind of communications resource they would need in their department. The team decided that the following could usefully be provided: Information on the strengths and weaknesses of different models for organising communications functions within an organisation. Examples of communications structures within three actual organisations, broadly corresponding to the three types outlined below. The communications functions in organisations chosen are considered to be good examples of the type and size of resource that may be required. These resources are attached as appendices. Types of public service organisations For the purposes of this paper, public service organisations have been grouped into three broad categories used by Treasury: Operational Department with significant non-departmental activity Operational Department Policy Ministry. Examples of communications structures and roles for these categories are attached in Appendix 2. 3

4 The specific characteristics or variables affecting an organisation s communications functions needs for each of the categories above, can be determined by undertaking an analysis of key characteristics including: scope and type of services provided, annual budget, size of organisation (employees), structure and skill set of employees. The number of employees and the magnitude of functions attributable to a public service communications unit within an organisation will depend on a Chief Executive s assessment and approach to the requirements of their specific organisation s needs. This paper aims to provide general guidance on good practice communications unit models, as it is ultimately the decision of the Chief Executive as to the needs and requirements of individual organisations. To be effective, communications functions must have good access to senior management and participate in senior management forums. The best way to achieve this is for the head of communications to report directly to the Chief Executive. Where this is not the case, access has to be achieved in other ways, such as ex officio attendance at senior management meetings and fast, direct access to the CE and other senior managers when needed. Focus of communications services in different organisation types The focus for communications services within the three broad categories of public service organisations outlined above are discussed further below. The divisions of external communications, internal communications and public information are one way of arranging communications within an organisation. The team described a probable split of communications resource, based on the characteristics of different types of organisation. Operational Department with significant non-departmental activity The primary focus for communications unit functions and services within operational departments with significant non-departmental activity are on external communications and public information because of the high public accountability and transparency required of such an organisation. External Internal Public Information Operational Department The primary focus for communications unit functions and services within operational departments are on external communications and internal communications because of the high public accountability and transparency required of such an organisation and the number of operational employees requiring information. Public information is also a high focus area, although not as critical, as demonstrated in the diagram. 4

5 External Internal Public Information Policy Ministry The primary focus for communications unit functions and services within policy ministries is on public information because of the need to provide the public with informative and guiding information. Because of the limited number of operational employees and limited public scrutiny; there is less focus on External and Internal communications as demonstrated in the diagram below. External Internal Public Information Guidelines for organising communications functions There are a limited number of ways in which a communications function can be organised internally, or how the function can be structured in relation to the rest of the organisation. Each model has strengths and weaknesses, and each organisation must decide what tradeoffs best meet its particular needs. To assist with this process, Appendix 1 outlines the strengths and weaknesses of different models and provides some guidance on maximising the effectiveness of the basic model chosen. In Appendix 2, examples of good practice models are provided to show how three different types and sizes of organisation similar to those discussed above have structured their communications function. 5

6 APPENDIX 1 Guidelines for organising your communications function 1. Introduction This paper provides guidance on what your communications function should deliver and on different ways of organising the communications function within your organisation: it outlines the range of services provided by communications it discusses the strengths and weaknesses of different models for how the communications function relates to other business units it looks at how the communications function can be organised internally. 2. What communications delivers The public service communications function enables the effective flow of information and ideas between an agency and its internal and external publics, to facilitate participation, service delivery, and informed decision-making, and to build accountability and trust in government. This is achieved by developing, delivering and evaluating public agency communications based on good practice communications techniques, supported by the principles of integrity and neutrality of the public service. You should expect your communications function to deliver most of the following services. If you manage a large public sector organisation that delivers services directly to the public or seeks to influence public attitudes or behaviours to achieve outcomes, your communications function should have the capacity to deliver all these services, or to ensure that they are delivered by managing relationships with other internal and external providers. services: advice and planning Strategic and tactical communications advice to senior management Formal communications planning for the organisation, business units / workstreams and for projects Crisis and issues management Brand management Management of visual identity / organisation s look and feel Management and / or advice on other aspects of brand (e.g. recruitment brand / advertising) depending on the nature of the organisation. Management of relationship with design and advertising agencies (if used) Reputation management 6

7 Media services Strategic and tactical advice to management on managing media issues Media liaison (reactive and proactive) Drafting of media releases and placement of stories. Monitoring of media coverage and analysis of media trends Media training and coaching / image coaching Publications, web and audio-visual Writing for business unit publications, corporate publications (including accountability documents), for web and for intranet Editing and proofing Design and production of publications, web or management of these services by external agencies Advice on new media and management of risks and opportunities around use of new media Audio-visual production (including photography and video production) or the management of these services by external agencies Events and presentations Speech writing Speech / presentation coaching Event management Design and production of presentations and supporting material Internal communications Management of, or support for, programmes to foster employee engagement and communicate corporate and business unit objectives Change management communications OIAs and PQs Drafting of OIAs and PQs and management of the OIA and PQ process, or close liaison with this function if located elsewhere in the organisation. Relationship and stakeholder management Support senior management to manage relationships with key stakeholders Management of resources supporting this e.g. contact database Social marketing Advertising Research related to customer satisfaction and reputation 7

8 3. Models for how the communications function relates to the rest of the organisation Any organisation has communications needs that are general to the whole organisation (corporate communications) and communications that are specific to particular operational business units, support business units (e.g. HR) or projects. Inevitably there is some tension between these needs: Business units need communications people who are able to develop a deep understanding of that part of the business, and to have continuity within communications programmes so that messages are consistent and well targeted. Projects often need communications people who have change management skills and understand the cultures and needs of different parts of business towards which communications are directed. The organisation as a whole has a need to ensure that communications from different parts of the business (sometimes including public-facing parts that may have a higher profile than the organisation as a whole) are consistent with the organisation s over-all positioning, and that business unit communications are coordinated with corporate communications to ensure there are no conflicts in timing or message. Organisations that communicate effectively successfully resolve these inherent conflicts and are able to meet the needs of both the organisation as a whole and those of business units and projects. The following section examines the different ways in which communications functions can be organised and the strengths and weaknesses of each. Model 1: Fully distributed CE GM Business unit GM Business unit GM Business unit GM manager / advisor manager / advisor manager / advisor team All business unit communications All business unit communications All business unit communications Corporate communications only Each part of the organisation recruits and manages its own communications resource. Co-ordination is achieved through general line management, not through functional line management (e.g. communications staff in each business unit have line management to the chief executive through the business General Manager, not through the General Manager ). The corporate communications function delivers corporate communications, and possibly has a dotted-line training and co-ordination function for communications 8

9 staff in the business units. It does not deliver communications services to other parts of the organisation. In this model business units are more able to work independently and central direction tends to be relatively weak. To deliver corporate needs, strong focused leadership is needed from the corporate communications backed by strong CE support / direction. Advantages & opportunities staff focused completely on communications for the individual service line. Dedicated staff develop detailed understanding of the culture, issues and communications needs of the Service. Disadvantages & risks Skills and resources available to the unit restricted to those possessed by directly employed staff. Harder to co-ordinate communications across the organisation because units are independent. Skills of communications staff may not be available to the rest of the organisation. Limited career development path for communications staff. Higher level skills e.g. strategic communications advice harder (or more expensive) to obtain internally because each communication unit will be small. Units more likely to be managed by a manager who is not a communications specialist. Model 2: Centrally managed / distributed workforce GM business unit CE Business unit coms staff GM business unit 2 Business unit coms staff GM business unit 3 Business unit coms staff GM Unit: corporate communications & support services e.g. design & publications staff are employed and managed centrally. Staff that deliver communications services for particular business units or major projects are located in those units and have strong dotted line responsibilities to their general manager / service manager. This may go as far as staff being seconded back into the service line, which provides their pay and rations, though professional management and development remains with the General Manager. Services to be provided are set out in agreed plans. 9

10 In this model there is a high degree of central direction, but business units have dedicated staff over whom they have significant influence. The model can deliver on everyone s needs, provided there is a clear plan setting out what is to be delivered and that business units have ways of holding the communications section accountable. Advantages & opportunities Staff seconded to Service are able to develop detailed knowledge of Service culture and communications needs Disadvantages & risks Will not work without clear, agreed plans that set out what will be delivered to each part of the organisation. The business unit has access to the full resources of the communications unit, meaning that additional skills can be brought in where required and additional resources applied to meet peak workload. The skills and experience of the communications staff working primarily for the unit are available to the rest of the organisation. (The service agreement can specify how and when full-time staff may be used to help other parts of the business and how cover is provided) Staff are managed by a person who understands their skills and is able to judge their performance. Staff have greater development and career options. Easier to integrate corporate and Service communications because all staff part of same team. Service levels need to be reviewed regularly (at least annually) to ensure they meet chiefs / business unit managers needs. Distributed workforce may be more difficult to manage / may involve more staff travel for workshops, planning etc. Model 3: Fully centralised CE GM Coms GM Business unit GM Business unit Etc Corporate communications Business unit coms staff Business unit coms staff Business unit coms staff staff members are employed and managed centrally, and mostly work from a single central location. Individual services lines have few, or no, dedicated staff and are instead serviced from a central pool of communications people who work across the organisation. 10

11 services to be provided are clearly set out in agreed plans, which may be supported by service agreements. This model often uses an account management approach to deliver services to business units. In this model there is a high degree of central direction. Business units need very clear communications plans and / or service agreements that set out what will be delivered, and someone to manage the relationship and ensure the services agreed are delivered. Advantages & opportunities Easy to manage and synergies between communications staff easy to realise because they work closely together. The business unit has access to the full resources of the communications unit, meaning that additional skills can be brought in where required and additional resources applied to meet peak workload. The skills and experience of the communications staff are available to the whole organisation, and can be applied where they are needed. Staff are managed by a person who understands their skills and is able to judge their performance. Staff have greater development and career options. Easier to integrate corporate and Service communications because all staff part of same team. Model 4: Outsourced Disadvantages & risks Will not work without clear, agreed plans that set out what will be delivered to each part of the organisation. Service levels need to be reviewed regularly (at least annually) to ensure they meet chiefs / business unit managers needs. More difficult for communications staff to get inside the Services because they work offsite. CE Manager & small unit (1-3 people) PR agency provides most communications under contract. Business units serviced by external account managers. Little or no internal communications resource is employed internally and instead services are bought in from an external agency or agencies. Consultants who do the work mostly work off-site. The relationships are most commonly managed centrally by a senior in-house communications manager who negotiates the contracts with the agencies. 11

12 Sometimes this model is used by part of the business (a business unit or project) and not others. Typically this happens in competitive models, when provision of support services is fully contestable, though it also sometimes occurs when the centre is unable or unwilling to provide the services required (see mixed below). In this model (assuming the contracts are centrally managed) there is a high degree of central direction and high dependence on the quality of the manager negotiating the contracts and managing the relationship. Contracts need to set out what will be delivered. Advantages & opportunities Management risks are externalised. Can change whole team if needed. Use only resource required. Disadvantages & risks Dependent on external service little or no internal resource if there is external service failure. Transition risk when changing suppliers. Harder for external communications staff to develop good understanding of culture unless they are physically located onsite. Danger of resource capture by centre Tends to be more expensive for similar volume and quality of work because hourly rates much higher than for in-house resource. Model 5: mixed Usually not a conscious model, but the result of parts of the business using their own resources to fill needs that have not been met from the centralised communications function. Some services are provided from the centre and others are provided by communications staff working directly for the business unit as employees or on contract. Typically there is inconsistency in what is provided to and within different parts of the business and there is lack of clarity about roles. Is unlikely to deliver good value. 4. Models for the internal organisation of communications sections There are three common approaches to the internal organisation of communications functions. By audience Organising communications functions by audience is most common in marketing, where audiences (or markets) are segmented according to product, demographics or psychographics. It works well in marketing because in a commercial model you can choose your audiences, deciding which to target and which to ignore. This is more difficult for a public sector organisation which must serve the entire community and which therefore can not choose to ignore any audience. The main strength of this model is that it brings a strong focus on end customers (audiences). Its main weakness is that corporate communications programmes tend to cover multiple audiences and if the communications function is organised exclusively by audience it does not always lend itself to integrated programme communications. 12

13 By programme or client (account management) This is sometimes referred to as an account management model and it is common in consultancy (including public relations consultancy) where teams of consultants will service a single large client or a group of smaller clients ( accounts ). It is less commonly used within large organisations where communications staff are allocated to internal clients and asked to manage all the communications for that client or work area. Its strengths are that it focuses strongly on achieving integrated communications for a particular programme or work-stream and that communications staff build expert knowledge and relationships. Its weakness is that teams are small and are unlikely to have the full range of communications skills required, nor the capacity to meet peaks in workload. For this reason companies and consultancies that operate this basic model usually also have functional specialists - in areas like publications, or web, or media - that work with the account team from time to time. By channel or function In this model, communications is organised by communications channel e.g. media, publications, web, intranet etc. The strength is that people with similar skills are grouped together, creating synergies and allowing specialisation within areas (e.g. specialist writers for speeches, web, in-house publications etc.). The weakness is that most communications use multiple channels and need integration across those channels. It can lead to the means being mistaken for the end ( you have a communications need, therefore you need a newsletter because I do newsletters ). What happens in practice? Because each of the above models has significant weaknesses that need to be overcome if an organisation is to communicate effectively, in practice communications functions that employ more than two or three people are almost always matrix models, typically having some staff who are primarily functional specialists (e.g. media experts, speech writers, web publishers) and some who are organised either by audience or by work stream. Successfully managing a matrix model can be challenging, because of the potential for overlapping responsibilities. Successful matrix models typically have: strong line and strategic management clear plans to work to a strong team focus and commitment a high level of communication within the team flexibility team members take on different roles depending on the needs of a particular project, and clarity about roles within each project i.e. team members may have different roles within different projects, but roles within each project are clearly set-out and understood client focus a strong desire to meet the needs of the project, business unit or organisation overall, depending on the work being undertaken As with all good design, form should follow function. The starting point for any discussion should be what do we need to achieve? - in this case - what communications outcomes do we need to achieve for the organisation as a whole, and for the individual parts of the business. Different models should be judged against how well they meet those needs, and if there are trade-offs between competing needs, these should be explicitly acknowledged. 13

14 14

15 APPENDIX 2: Examples of communications structures 1. Small policy ministry Chief Executive Corporate Manager Coms Manager/ Snr Coms Assistant Outsourced services: Publications design Web design Some event management, writing, other services (for busy periods). 15

16 2. Medium / large operational department Chief Executive Manager Executive Assistant Manager Ministerial Services Manager Media & External Manager Internal Manager Manager Publications & Web Manager Business Unit Senior Media Snr Comms Snr Coms Media Note: Uses account management approach Web Outsourced services: Publications design Web design 16

17 3. Large operational department with significant non-departmental activity See separate document 17

18 Large operational department with significant non-departmental activity Chief Executive Director Personal Assistant Manager Brand & Media Manager Strategic Manager Editorial & Publishing Chief Media Senior TV, advertising & brand Senior Writer (publications) Chief E-publishing Senior Media Comms Manager Business unit 1 Senior Writer (speeches) Web integrator Media (monitoring) Comms Manager Business unit 2 Production Coordinator (pubs) E-publisher Media (Maori & ethnic) Marketing Mgr Recruitment E-publishing assistant Media advisor (Regional liaison) Comms Manager Business unit 4

19

20 Determining what is, and is not, a core communications role Many public service organisations have difficulty determining what is a core communications role. As a result it is common to find roles that are currently designated communications or public relations roles which are substantially focused on areas that are not core public relations functions. These include roles that provide client information, promotion of core services to business or other stakeholders, or community engagement. This mis-designation contributes to the confusion about roles and responsibilities. Core public relations / communications roles Roles that are essentially concerned with media relations, public relations planning, brand or image management, or public relations content (writing and design of publications, web or other channels that explain the organisation s role, support its reputation or provide general information to the public) are clearly communications roles and should be designated as such. Typically these roles deal mostly with mass audiences ( the media, the general public, staff ) and with information that is not directly related to delivering services to clients. Client information services roles and community engagement roles Roles that directly support the delivery of core services to clients (client information services) or engage directly with groups of stakeholders who have a direct input into the successful delivery of those services or outcomes (community engagement). Client information services roles typically involve production and delivery of information that is directed towards an individual client to inform them about an entitlement, service or product. Community or stakeholder engagement roles typically involve face-to-face contact with individuals or small groups of people who partner with the agency to deliver services or policy outcomes or whose direct involvement is otherwise necessary to the delivery of a agency output. support roles support roles are primary concerned with development and maintenance of communications channels or production processes, rather than communications content. Examples of such roles include: all web technical and web management roles (i.e. all those not concerned primarily with the production of content for the web) database maintenance roles publications design and production roles. How these roles are designated in many organisations depends on where the roles report to, rather than the nature of the function. Thus a web support role that happens to be attached to a communications unit tends to be designated communication, but an identical or very similar role in IT or attached to a business unit will be designated as web, or IT, or business support. Ideally roles should also be treated consistently across the organisation.

21 DETERMINING HOW TO DESIGNATE A ROLE Does the role mainly involve producing or delivering information, or seeking to engage stakeholders? NO Not a communications/client information/ community engagement role. YES Does the role mainly involve producing content for, or liaising with, the media? YES NO Does the role mainly involve producing or delivering information to staff? YES role NO Does the role mainly involve any combination of: public relations planning and risk management reputation, brand or image management speech writing writing and design of publications, web or other channels that explain the Ministry s role, support its reputation providing general information to the public or mass audiences? YES NO Does the role mainly involve: design or production of publications technical development or maintenance websites maintenance of contact databases production of static images, video or audio? YES Support role NO Does the role primarily involve production or delivery of information that is directed towards individual clients to inform them about, or help them to access, an entitlement, service or product? YES Client Information Services role NO Does the role primarily involve face-to-face contact with individuals or small groups of people who partner with the agency to deliver services or policy outcomes, or whose direct involvement is otherwise necessary to the delivery of a agency output? NO Does the role primarily involve engagement with community organisations or seek to involve groups of people directly in services or the policy development process? YES YES Community or Stakeholder Engagement role NO Not a communications/client information/ community engagement role

22 The test therefore does not rely on whether the role uses some of the same tools and skills as a core public relations / communications role many positions call for some of these skills (including all management roles) but rather what the tools and skills are used to produce, and whether they are primarily directed towards mass audiences or individual clients or stakeholders. When applying the test it is also necessary to consider the prime purpose of the role. Some roles may include some public relations activities (e.g. being a point of contact for local media), but if the majority of the role s content is spent on other things, it should not be designated a public relations / communications role.

Appendix 4 Chief Executive Communications Induction Package

Appendix 4 Chief Executive Communications Induction Package Appendix 4 Chief Executive Induction Package Contents 1. Purpose Page 3 2. Recommendation 6 Page 3 3. Introduction Page 3 4. Managing the Elements of Page 4 and Managing Expectations 2 1. Purpose This

More information

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support

EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend

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

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

To liaise with other MSS departments and lead on the creative direction for their projects.

To liaise with other MSS departments and lead on the creative direction for their projects. Job Title: Location: Reports to: Creative Services Manager MS National Centre, London Head of Marketing and Brand Introduction to MS Society The MS Society is the UK s leading MS charity. Since 1953, we

More information

The Trust Company Group Position Description

The Trust Company Group Position Description The Trust Company Group Position Description Position Title Reports to Business Unit Location Marketing & Communications Manager Head of Marketing (the Acting Head of Marketing in the interim) Marketing

More information

December 2014. A Guide for General Counsel Structuring your legal team

December 2014. A Guide for General Counsel Structuring your legal team December 2014 A Guide for General Counsel Structuring your legal team contents: THE TEAM 03 THE STRUCTURE 04 RISK AND COMPLIANCE 07 LEVEL AND NATURE OF OUTSOURCING 08 FUNCTIONS 09 SUPPORT SERVICES 10 CONCLUSION

More information

FUNCTIONAL RELATIONSHIPS. Marketing Coordination and Administration. Director of Marketing and Customer Services

FUNCTIONAL RELATIONSHIPS. Marketing Coordination and Administration. Director of Marketing and Customer Services NMIT JOB DESCRIPTION MARKETING COORDINATOR Post Title: Reports to: Marketing Coordination and Administration Director of Marketing and Customer Services PURPOSE Coordinate an effective and measurable marketing

More information

Customer Service Cluster Manager

Customer Service Cluster Manager London Borough of Camden JOB PROFILE Cluster POSITION TITLE: cluster manager DIRECTORATE: Culture and Environment DIVISION: Culture and customer service JOB FAMILY: SERVICE: service GRADE: PO6 REPORTS

More information

UNIVERSITY OF SUSSEX. 1. Advertisement Ref: 482

UNIVERSITY OF SUSSEX. 1. Advertisement Ref: 482 UNIVERSITY OF SUSSE 1. Advertisement Ref: 482 Student Recruitment Services Marketing Manager Permanent, full time Salary range: starting at 30,728 and rising to 36,661 per annum. It is normal to appoint

More information

Communications Strategy

Communications Strategy Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core

More information

How to apply Send your CV along with a description of how you meet the role requirements to: PR and campaigns manager

How to apply Send your CV along with a description of how you meet the role requirements to: PR and campaigns manager How to apply Send your CV along with a description of how you meet the role requirements to: jobs@iosh.co.uk Job Description 1 Job details Job Title: PR and campaigns manager Division: Marketing Responsible

More information

BENCHMARKING BUSINESS RELATIONSHIP MANAGEMENT. Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers

BENCHMARKING BUSINESS RELATIONSHIP MANAGEMENT. Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking Business Relationship Management The Four Faces of Building Value with Major Suppliers Benchmarking best practice... central to emerging next practice Leaders of the International Procurement

More information

Position Description. Department: Quantitative Research Direct Reports: Project Manager/Researcher Senior Researcher

Position Description. Department: Quantitative Research Direct Reports: Project Manager/Researcher Senior Researcher Position Description Position Title: Research Director (Quantitative) Reports to: Executive Director, Research Department: Direct Reports: Project Manager/Researcher Senior Researcher Date: 03/10/2011

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

More information

GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK

GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK GOVERNMENT INTERNAL AUDIT COMPETENCY FRAMEWORK March 2007 Government Internal Audit Profession This framework has been compiled by the Assurance, Control and Risk Team and the PSG Competency Framework

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Hume Community Housing Association MARKETING COMMUNICATIONS SPECIALIST

Hume Community Housing Association MARKETING COMMUNICATIONS SPECIALIST Position Title: Reports To: Marketing Communications Specialist CEO initially Department: Business Services Direct Reports: NA Location: Fairfield or Parramatta Position Purpose: This position is responsible

More information

Lower Hutt Campus. The Open Polytechnic operates nation-wide as the specialist provider of vocational open and distance learning.

Lower Hutt Campus. The Open Polytechnic operates nation-wide as the specialist provider of vocational open and distance learning. POSITION DESCRIPTION Position Title: Responsible To: Position Purpose: Location: Employment Agreement: Direct Marketing Manager Marketing Manager, Marketing and Communications The Direct Marketing Manager

More information

Management & Communication Skills

Management & Communication Skills Management & Communication Skills Author: David White This guide was prepared for the University of London by: D. White We regret that the author(s) is/are unable to enter into any correspondence relating

More information

MedIT Strategic Plan. Mission: To support excellence in health education, research, and service with innovative and sustainable technology solutions.

MedIT Strategic Plan. Mission: To support excellence in health education, research, and service with innovative and sustainable technology solutions. MedIT Strategic Plan 2010 2013 Mission: To support excellence in health education, research, and service with innovative and sustainable technology solutions. The UBC Faculty of Medicine and MedIT work

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators

Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators Department of Energy and Climate Change Equality, Diversity and Inclusion Strategy: Delivery Action Plan and Impact Indicators June 2012 June 2015 If you require further information on this document or

More information

Communication indicators

Communication indicators Communication indicators 1. Introduction The guidance below starts by defining the scope of the communications function and goes on to identify the requirement of a modern, value for money communications

More information

External Communication Policy

External Communication Policy DETAILS Effective from: June 2014 Contact officer: Manager Corporate Communication Next review date: June 2016 File reference: LG324/212/05/01 ispot # This policy 23598733 Value Proposition 42056240 OBJECTIVES

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: SENIOR COMMUNICATIONS COORDINATOR (BRAND) HEAD OF CORPORATE COMMUNICATIONS & MARKETING Background The Senior Communications Coordinator

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

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Health Informatics Service Accreditation Manual. Assessment Process. May 2013, Version 1

Health Informatics Service Accreditation Manual. Assessment Process. May 2013, Version 1 Health Informatics Service Accreditation Manual Assessment Process May 2013, Version 1 Contents 1. Contacts... 2 2. Introduction... 3 3. Assessment principles... 6 4. Assessment outcome... 7 5. Planning

More information

Human Resources Strategic Plan

Human Resources Strategic Plan OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS Human Resources Strategic Plan 2009-2012 March 2009 HUMAN RESOURCES STRATEGIC PLAN 2009 2012 Contents Executive Summary...2 1. Introduction...3 2. Human Resources

More information

JE PANEL/BENCHMARKING REF NO: 867/4 EVALUATION DATE:

JE PANEL/BENCHMARKING REF NO: 867/4 EVALUATION DATE: 1. JOB TITLE Job Title: Project Manager (Transport Infrastructure) Reports to: Design Programme Manager Service: Highways and Transport Environment & Infrastructure Date: November 2014 2. JOB PURPOSE To

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

Monitoring and Evaluation

Monitoring and Evaluation Communication Handbook - Factsheet 4 Version 1 April 2012 Monitoring and Evaluation The need for monitoring your communication How to plan and resource your evaluation The main evaluation tools Why to

More information

Preliminary Draft JOB DESCRIPTIONS AND QUALIFICATIONS OF KEY PERSONNEL. XXXXX PPP Unit

Preliminary Draft JOB DESCRIPTIONS AND QUALIFICATIONS OF KEY PERSONNEL. XXXXX PPP Unit Preliminary Draft JOB DESCRIPTIONS AND QUALIFICATIONS OF KEY PERSONNEL XXXXX PPP Unit Chief Executive Officer Job Description: The CEO is tasked with the establishment of a PPP Unit for the Government

More information

IOR Strategy 3 Year PlanThe Professional Body for Recruiters & HR

IOR Strategy 3 Year PlanThe Professional Body for Recruiters & HR IOR Strategy Year PlanThe Professional Body for Recruiters & HR Professional Certificate in Social Recruiting (IOR Cert) Part Qualified in HR Online 1 Why IOR Professional Qualifications? The IOR is a

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

Manager for Social Sciences - 42897. External Relations. Full time. Permanent. External and internal candidates

Manager for Social Sciences - 42897. External Relations. Full time. Permanent. External and internal candidates Job Description Post Title and Post Number Organisation Advertising Description College Marketing and Communications Manager for Social Sciences - 42897 External Relations Post Number 42897 Full Time/Part

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

LOCAL GOVERNMENT NEW ZEALAND TECHNICAL ASSISTANCE FACILITY

LOCAL GOVERNMENT NEW ZEALAND TECHNICAL ASSISTANCE FACILITY PacificTA LOCAL GOVERNMENT NEW ZEALAND TECHNICAL ASSISTANCE FACILITY COOK ISLANDS MINISTRY OF INFRASTRUCTURE AND PLANNING NOVEMBER 2013 This report has been prepared for the Ministry of Infrastructure

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

Project Risk Analysis toolkit

Project Risk Analysis toolkit Risk Analysis toolkit MMU has a corporate Risk Management framework that describes the standard for risk management within the university. However projects are different from business as usual activities,

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

A Human Resource Capacity Tool for First Nations // planning for treaty

A Human Resource Capacity Tool for First Nations // planning for treaty A Human Resource Capacity Tool for First Nations // planning for treaty table of contents Introduction //...3 Tools //... 9 HR Planning Timeline... 9 Stage 1 Where are we now?...11 Stage 2 Where do we

More information

PRCA Communications Management Standard (CMS) for In-House Teams

PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams PRCA Communications Management Standard (CMS) for In-House Teams Contents Introduction 4 The Communications Management Standard for In-House

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

Department of the Environment and Local Government. Project Management. Public Private Partnership Guidance Note 7. 14 April 2000

Department of the Environment and Local Government. Project Management. Public Private Partnership Guidance Note 7. 14 April 2000 Project Management Project Management Public Private Partnership Guidance Note 7 14 April 2000 Guidance Note 7 14 April 2000 Project Management Contents Section Page I INTRODUCTION...1 SCOPE AND PURPOSE

More information

DIRECTOR OF COMMUNICATIONS JOB DESCRIPTION

DIRECTOR OF COMMUNICATIONS JOB DESCRIPTION DIRECTOR OF COMMUNICATIONS JOB DESCRIPTION GENERAL INFORMATION The School The Perse School, which was founded in 1615, is a charitable company and one of the country s leading independent day schools.

More information

Manager Strategic Design

Manager Strategic Design Manager Strategic Design Service Innovation Group, Service Delivery & Operations DIA is the Agency responsible for to the Government for Delivering Better Public Service Result 10 (BPS 10). It is charged

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Writing Business documents and. All material will be adapted from Botha, D. et al. 2007. Public Relations: Fresh Perspectives. Pearson Education SA

Writing Business documents and. All material will be adapted from Botha, D. et al. 2007. Public Relations: Fresh Perspectives. Pearson Education SA Writing Business documents and Formal Texts All material will be adapted from Botha, D. et al. 2007. Public Relations: Fresh Perspectives. Pearson Education SA Introduction Writing business documents in

More information

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE REVIEW OF CORPORATE SERVICES HR BUSINESS CASE 1. The Strategic Case for Integration The alignment with Council strategies 1.1 The Lewes Change Management Programme (CMP) outlines the need to redesign the

More information

Direct Marketing Officer. MS National Centre, London. Individual Fundraising Manager

Direct Marketing Officer. MS National Centre, London. Individual Fundraising Manager Job Title: Location: Reports to: Direct Marketing Officer MS National Centre, London Individual Fundraising Manager Introduction to MS Society The MS Society is the UK s leading MS charity. Since 1953,

More information

JOB DESCRIPTION. 1. JOB TITLE: LIS Graphic Design Manager 2. HRMS REFERENCE NUMBER: HRMS/13338 3. ROLE CODE: GDMGRLIS

JOB DESCRIPTION. 1. JOB TITLE: LIS Graphic Design Manager 2. HRMS REFERENCE NUMBER: HRMS/13338 3. ROLE CODE: GDMGRLIS JOB DESCRIPTION 1. JOB TITLE: LIS Graphic Design Manager 2. HRMS REFERENCE NUMBER: HRMS/13338 3. ROLE CODE: GDMGRLIS 4. DEPARTMENT: Learning and Information Services 5. ORGANISATION CHART: 6. JOB PURPOSE:

More information

Position Description (PD)

Position Description (PD) HRPF: PositionDescription-JOB:REW Learning Resources Information Technology Services Project Management Office Position Description (PD) Manager, Project Management Office Continuing Position Number: 16664

More information

Corporate Plan 2015-19

Corporate Plan 2015-19 Corporate Plan 2015-19 i ii Serving the Australian Parliament The DPS Corporate Plan 2015-2019 This corporate plan lays out the strategic direction for the Department of Parliamentary Services for the

More information

Enterprise governance framework: Align your enterprise to make better decisions

Enterprise governance framework: Align your enterprise to make better decisions Enterprise framework: Align your enterprise to make better decisions By Joanna Clark, Principal, Enterprise Governance Group Enterprise involves making decisions about performance and risk at four levels

More information

Programme Governance and Management Plan Version 2

Programme Governance and Management Plan Version 2 PROCESS FOR CHANGE - Detailed Design Programme Governance and Management Plan Version 2 1 INTRODUCTION In October 2008, the Council approved the selection of seven opportunity themes to take forward from

More information

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5 Attraction and Retention Series A focus on people and business Flexible work practices: Assessment proformas Resource document 5 Issue 1 February 2009 Initial Checklist CREATING FLEXIBLE WORKPLACES Please

More information

Guide 2 Organisational

Guide 2 Organisational Guide 2 Organisational arrangements to support records management This guidance has been produced in support of the good practice recommendations in the Code of Practice on Records Management issued by

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: MBA MARKETING & COMMUNICATIONS CO-ORDINATOR HEAD OF MBA MARKETING & COMMUNICATIONS Background The MBA is a major teaching programme

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS. 20 Hints and Tips from Engage for Success

ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS. 20 Hints and Tips from Engage for Success ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS 20 Hints and Tips from Engage for Success ESTABLISHING EMPLOYEE VOICE IN YOUR BUSINESS 20 Hints and Tips 1. Share business information with employees To build

More information

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text

CIVIL SERVICE COMMISSION. RECRUITMENT PRINCIPLES: review. Consolidation of previous changes and proposed amendments to the explanatory text CIVIL SERVICE COMMISSION RECRUITMENT PRINCIPLES: review Consolidation of previous changes and proposed amendments to the explanatory text Issue 1. The drafting of the Recruitment Principles explanatory

More information

December Procurement Capability Development Working Group Communication Strategy. Australasian Procurement and Construction Council

December Procurement Capability Development Working Group Communication Strategy. Australasian Procurement and Construction Council Australasian Procurement and Construction Council December 2012 Procurement Capability Development Working Group Communication Strategy www.apcc.gov.au PROCUREMENT CAPABILITY DEVELOPMENT WORKING GROUP

More information

Change Management in Project Work Survey Results

Change Management in Project Work Survey Results Change Management in Project Work Survey Results Contents 1. Introduction 1 2. Survey and Participants 2 3. Change Management 6 4. Impact of Change Management on Project Effectiveness 12 5. Communications

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Head of Marketing & Communications. Job pack August 2015. 1 P a g e

Head of Marketing & Communications. Job pack August 2015. 1 P a g e Head of Marketing & Communications Job pack August 2015 1 P a g e Dear Applicant Recruitment of Head of Marketing & Communications Thank you for your interest in this position at Bowel Cancer UK. This

More information

SERVICE DEFINITION TEMPLATE INDEX

SERVICE DEFINITION TEMPLATE INDEX SERVICE DEFINITION TEMPLATE INDEX Enabling Services Corporate Communications Contents No. Service Title ES01 Corporate Communications Head of Corporate Communications ES02 Corporate Communications Organisational

More information

Team Leader Business Information Data Warehouse Business Information Data Warehouse

Team Leader Business Information Data Warehouse Business Information Data Warehouse Position Title Group/Team Location Reports to HR reference Team Leader Business Information Data Warehouse Business Information Data Warehouse Information Wellington Manager ICT Service Delivery Tertiary

More information

Manager, Procurement and Contracts

Manager, Procurement and Contracts Position description Position title: Reports to: Directorate: Contract Manager/Team Leader Manager, Procurement and Contracts Operations Date: May 2015 PHARMAC s mission Our legislative objective is: to

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

Position Description. Te Aho o Te Kura Pounamu. Purpose Statement

Position Description. Te Aho o Te Kura Pounamu. Purpose Statement Position Description Te Aho o Te Kura Pounamu Position: Team: Finance Wahanga: Operations and Performance Location: Wellington Reporting to: Manager, Finance Salary range: Hay Level 17 Purpose Statement

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Article. Developing Statistics New Zealand s Respondent Load Strategy. by Stuart Pitts

Article. Developing Statistics New Zealand s Respondent Load Strategy. by Stuart Pitts Component of Statistics Canada Catalogue no. 11-522-X Statistics Canada s International Symposium Series: Proceedings Article Symposium 2008: Data Collection: Challenges, Achievements and New Directions

More information

Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37

Before you begin. Topic 1: Research planning requirements 1. Topic 2: Develop human resource strategic plan 37 Contents Before you begin vii Topic 1: Research planning requirements 1 1A Analyse strategic plans to determine human resource strategic direction, objectives and targets 2 1B Undertake additional environmental

More information

Qualification Outline

Qualification Outline Qualification Outline Diploma of Business BSB50207 Get it done. Get it done well Web: www.kneedeep.com.au/certification.html Phone: +61 8 7127 4885 Email: admin@kneedeep.com.au Address: Suite 203, Level

More information

Human Resource Change Management Plan

Human Resource Change Management Plan Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource

More information

Relationship Manager (Banking) Assessment Plan

Relationship Manager (Banking) Assessment Plan 1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key

More information

E.33 SOI (2009-2014) Statement of Intent. Crown Law For the Year Ended 30 June 2010

E.33 SOI (2009-2014) Statement of Intent. Crown Law For the Year Ended 30 June 2010 E.33 SOI (2009-2014) Statement of Intent Crown Law For the Year Ended 30 June 2010 Contents Foreword: Attorney-General 3 Introduction from the Solicitor-General 4 Nature and Scope of Functions 6 Strategic

More information

POSITION DESCRIPTION. Organisation profile. Our vision. Our values. Position title Procurement Specialist Job band G

POSITION DESCRIPTION. Organisation profile. Our vision. Our values. Position title Procurement Specialist Job band G POSITION DESCRIPTION Position title Procurement Specialist Job band G Group Corporate Services Reports to: Support Services Manager Location Wellington Staff responsibilities Nil Financial delegations

More information

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215

Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215 Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923

More information

Project Scope. Background

Project Scope. Background Project Scope Project Name: Cancer Centre Collaboration Project Project Description: Project Leader: Robert Bull Project Code: Project End Date: May 2010 Version: 6 (Draft) Version Date: 19/01/10 Background

More information

Northwards Housing s Communications Strategy 2014-16

Northwards Housing s Communications Strategy 2014-16 Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business

More information

Job Description. Director, Corporate Communications and Community Engagement

Job Description. Director, Corporate Communications and Community Engagement Job Description February 2014 JOB TITLE: REPORTS TO: JOBS REPORTING: DIVISION/DEPARTMENT: LOCATION: Director, Corporate Communications and Community Engagement Senior Director, Health System Performance

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

Issue No: 2.0 First Published: Sept 1997 Current Version: May 2002. Table of Contents 1. INTRODUCTION...2 2. OBJECTIVES AND SCOPE OF GUIDELINE...

Issue No: 2.0 First Published: Sept 1997 Current Version: May 2002. Table of Contents 1. INTRODUCTION...2 2. OBJECTIVES AND SCOPE OF GUIDELINE... Department of Commerce Guidelines Change Management Guideline Issue No: 2.0 First Published: Sept 1997 Current Version: May 2002 Table of Contents 1. INTRODUCTION...2 2. OBJECTIVES AND SCOPE OF GUIDELINE...2

More information

Resource 6 Workplace travel survey guide

Resource 6 Workplace travel survey guide Resource 6 Workplace travel survey guide Page 1 Resource 6 Workplace travel survey guide Overview Introduction Contents The NZ Transport Agency (NZTA) provides a workplace travel survey (hereafter referred

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

SAYES Course Guide. Course Guide

SAYES Course Guide. Course Guide Course Guide 1 Introduction to SAYES SAYES offers a 12 month program designed to provide practical business skills for participants and to enable growth of the enterprises they bring to the program. The

More information

Leadership and Management Training

Leadership and Management Training Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop

More information

London Borough of Barking and Dagenham Partnership Report. www.enterprise.plc.uk

London Borough of Barking and Dagenham Partnership Report. www.enterprise.plc.uk London Borough of Barking and Dagenham Partnership Report www.enterprise.plc.uk Background Enterprise and LBBD Contents 2 Background 3 Enterprise and LBBD 4 Our Approach 5-7 Our Services 8 Residents and

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION Salary range: Senior Administration Band 4 Hours of work: In Accordance with the New South Wales Nurses and Midwives Association (NSWNMA) Employment Enterprise Agreement Status: Final

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

DUTY STATEMENT SECTION A: GENERAL INFORMATION

DUTY STATEMENT SECTION A: GENERAL INFORMATION DUTY STATEMENT SECTION A: GENERAL INFORMATION Title: Team Leader Mineral Tenement Systems Group: Resources and Energy Division: Mineral Resources Branch: Mineral Tenements & Exploration Occupant: HRMS

More information

Assistant Director, Digital and Volunteer Communications. Applicant Information Pack

Assistant Director, Digital and Volunteer Communications. Applicant Information Pack Assistant Director, Digital and Volunteer Communications Applicant Information Pack Contents Page 3 Introduction Page 4 Job Description Page 7 Personal Specification Page 10 Terms and Conditions of Employment

More information

Income, innovation and investment Contents

Income, innovation and investment Contents Income, innovation and investment Contents Part one Policy... 2 Chapter 1 Definitions... 3 Income... 4 Innovation and ideas... 6 Investment... 6 Chapter 2 Principles... 7 VAT... 9 Part two Policy procedure...

More information

TRANSPORT FOR LONDON CORPORATE PANEL

TRANSPORT FOR LONDON CORPORATE PANEL AGENDA ITEM 4 TRANSPORT FOR LONDON CORPORATE PANEL SUBJECT: EMPLOYEE ENGAGEMENT DATE: 17 NOVEMBER 2009 1 PURPOSE AND DECISION REQUIRED 1.1 The purpose of this report is to advise the Panel on TfL s approach

More information